MCQ Product design - exam PDF

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choose to perform concept testing

Multiple Choice Questions on Chapter 1: Introduction 1. The most important criteria for the economic success of a company depends on its: a) ability to hire many employees b) access to up to date technological resources c) ability to identify customer needs and quickly create products at low cost to meet those needs d) none of the above. Answer: C 2. Which of the following factors is holistically responsible for the economic success of a business? a) marketing b) design c) manufacturing d) product development Answer: D 3. There are _____ specific dimensions which are commonly used to assess the performance of a product development effort. a) five b) six c) seven d) eight Answer: B 4. Product quality is ultimately reflected in the __________ and the price that customers are willing to pay. a) development cost b) development time c) market share d) development capability Answer: D 5. The performance of a product development process can be assessed by: a) product quality and cost b) development time, cost and capability c) both a and b

d) none of the above Answer: C 6. The success of the product development process of a company primarily depends on: a) the company name b) high performance, product quality and cost, development time, cost & capabilities c) distribution partners d) company’s net worth Answer: 7. The success of the product development process of a company primarily depends on: a) product quality and cost b) development time and cost c) development capabilities d) all of the above Answer: D 8. Sustainable product development demands: a) that the products should be made using cheapest labor b) ecologically sound use of resources and reduction of hazardous waste byproducts c) that the business organizations should be not-for-profit d) larger development costs and time Answer: B 9. Product development is an interdisciplinary activity with three central functions. These are: a) Design, Marketing, and Manufacturing b) Design, Sales, and Marketing c) Marketing, Manufacturing and Sales d) Design, Finance, and Manufacturing Answer: A 10. One of the core teams of product development is: a) Finance b) Marketing c) Advertising d) Legal Answer: B

11. One of the core teams of product development is: a) Finance b) Advertising c) Design d) Legal Answer: C 12. The core team of product development includes all of the following areas of expertise except: a) Finance b) Manufacturing c) Design d) Marketing Answer: A 13. The extended team may include the following area of expertise: a) Marketing b) Design c) Legal d) Manufacturing Answer: D 14. The extended team does not include the following area of expertise: a) Marketing b) Finance c) Legal d) Sales Answer: C 15. The most common development time period for the development of new products is: a) About a year b) 3-5 years c) 6-9 years d) Over 10 years Answer: B

16. Which of the following factors is/are responsible for a product’s development cost? a) Duration of the project b) Number of people on the project team c) Both a and b d) none of the above Answer: C 17. The product development team members usually gain satisfaction from: a) creation of the product b) a dynamic environment c) budget enhancements d) none of the above Answer: B 18. Which of the following is not a challenge for product development? a) the presence of high team spirit b) to earn reasonable return on investment on the product. c) the need to make product development decisions quickly and without complete information d) managing trade-offs to maximize the success of a product Answer: A 19. Characteristics of a dysfunctional product development team includes a) a lack of empowerment of the team b) inadequate resources c) a lack of cross-functional representation on the project team d) all of the above Answer: D 20. Which is the final phase of product development process? a) System level design b) Detail design c) Testing and refinement d) Production ramp-up Answer: D

Multiple choice questions on Chapter 2: Development Processes and Organizations 1. A well-defined product development process is useful for: a) hiring new employees b) assuring the quality of the developed product c) discovering radically different production technology d) opening new branches for the company Answer: B 2. A well-defined product development process helps a company to improve its: a) coordination among team members b) planning of milestones c) management quality d) all of the above Answer: D 3. The generic product development process consists of ________ phases. a) four b) three c) six d) seven Answer: C 4. The planning activity for the product development process is often referred to as “ _______” since it precedes the project approval and launch of the actual product development process. a) Phase Zero b) the beginning phase c) Phase One d) the Front-End phase Answer: A 5. During the planning stage, the Marketing division’s task is to: a) assess available technologies b) identify production constraints and set supply chain strategy c) articulate market opportunity and define market segments d) assess new technology Answer: C

6. During the planning stage, the Manufacturing division’s task is to: a) identify production constraints and set supply chain strategy b) articulate market opportunity and define market segments c) consider product platforms and assess new technology d) allocate project resources Answer: A 7. During the planning stage, the Design division’s task is to: a) demonstrate available technologies b) identify production constraints c) articulate market opportunity and define market segments d) consider product platforms and architecture and assess new technology Answer: D 8. During the concept development stage, the Design division: a) collects customer needs and identifies lead users and competitive products b) investigates the feasibility of product concepts, develops industrial design concepts, and builds & tests experimental prototypes c) facilitates economic analysis d) investigate patent issues Answer: B 9. During the concept development stage, the Marketing division: a) collects customer needs and identify lead users and competitive products b) investigates the feasibility of product concepts, develops industrial design concepts, and builds & tests experimental prototypes. c) facilitates economic analysis d) facilitates make-buy analysis and identify service issues Answer: A 10. During the concept development stage, the Manufacturing division: a) collects customer needs and identifies lead users and competitive products b) investigates the feasibility of product concepts, develops industrial design concepts, and builds & tests experimental prototypes. c) estimates manufacturing costs and addresses production feasibility d) develops industrial design concepts Answer: C

11. The planning phase is immediately followed by the: a) System-Level Design Phase b) Concept Development Phase c) Testing and Refinement Phase d) Production Ramp-Up Phase Answer: B 12. The concept development phase is immediately followed by the: a) System-Level Design Phase b) Detail Design Phase c) Testing and Refinement Phase d) Production Ramp-Up Phase Answer: A 13. The system-level design phase is immediately followed by the: a) Concept Development Phase b) Detail Design Phase c) Testing and Refinement Phase d) Production Ramp-Up Phase Answer: B 14. The detail design phase is immediately followed by the: a) Concept Development Phase b) System-Level Design Phase c) Testing and Refinement Phase d) Production Ramp-Up Phase Answer: C 15. The testing and refinement phase is immediately followed by the: a) Concept Development Phase b) System-Level Design Phase c) Planning Phase d) Production Ramp-Up Phase Answer: D

16. During the system-level design phase, the Marketing division: a) Identifies suppliers for key components b) develops plans for product options and an extended product family c) identifies service issues d) develops product architecture Answer: B 17. During the system-level design phase, the Manufacturing division: a) identifies suppliers for key components, performs make-buy analysis, and defines final assembly schemes b) develops plans for product options and an extended product family c) identifies service issues d) develops product architecture Answer: A 18. During the system-level design phase, the Design division: a) develops product architecture and defines major subsystems and interfaces b) refines industrial design c) performs preliminary component engineering d) all of the above Answer: D 19. During the detail design phase, the Marketing division: a) defines the piece-part production process b) develops marketing plans c) identifies service issues d) facilitates economic analysis Answer: B 20. During the detail design phase, the Design division: a) identifies service issues b) defines piece-part production processes, designs tooling, defines quality assurance processes, and begins procurement of long-lead tooling c) defines part geometry, chooses materials, assigns tolerances, and completes industrial design control documentation d) develops marketing plans Answer: C

21. During the detail design phase, the Manufacturing division: a) Identifies service issues b) defines piece-part production processes, designs tooling, defines quality assurance processes, and begins procurement of long-lead tooling. c) defines part geometry, chooses materials, assigns tolerances, and completes industrial design control documentation d) develops marketing plans Answer: B 22. During the testing and refinement phase, the Design division: a) tests overall performance, reliability and durability b) obtains regulatory approvals c) assesses environmental impact d) all of the above Answer: D 23. During the testing and refinement phase, the Marketing division: a) assesses environmental impact b) develops promotion and launch materials and facilitate field testing c) develops sales plans d) trains workforce Answer: B 24. During the testing and refinement phase, the Manufacturing division: a) facilitates supplier ramp-up b) refines fabrication and assembly processes c) trains workforce and refines quality assurance processes d) all of the above Answer: D 25. During the production ramp-up phase, the Manufacturing division: a) begins full operation of the production system b) places early production with key customers c) evaluates early production output d) conducts post-project reviews Answer: A

26. During the production ramp-up phase, the Marketing division: a) begins full operation of production systems b) places early production with key customers c) evaluates early production output d) conducts post-project reviews Answer: B 27. During the production ramp-up phase, the Design division: a) begins full operation of production systems b) places early production with key customers c) evaluates early production output d) conducts post-project reviews Answer: C 28. The Sales division develops sales plans during the _____________ phase. a) concept development b) detail design c) testing and refinement d) production ramp-up Answer: C 29. The Legal division investigates patent issues during the ________ phase. a) concept development b) detail design c) testing and refinement d) production ramp-up Answer: A 30. The Finance division provides planning goals during the _________ phase and economic analysis during the ________ phase. a) concept development, detail design b) detail design, testing and refinement c) concept development, system-level design d) planning, concept development Answer: D

31. The concept development phase consists of many sequential activities; however, the whole process is often _______ in nature. a) linear b) iterative c) circular d) exponential Answer: B 32. A bookcase is an example of a: a) generic (market pull) product b) process-intensive product c) high-risk product d) complex system Answer: A 33. A cell phone is an example of a: a) quick-build product b) platform product c) generic (market pull) product d) high-risk product Answer: A 34. Gore-Tex rainwear is an example of a: a) quick-build product b) platform product c) generic (market pull) product d) technology-push product Answer: D 35. Pharmaceuticals are an example of: a) quick-build products b) generic (market pull) products c) high-risk products d) technology-push products Answer: C

36. Computers are an example of: a) quick-build products b) platform products c) generic (market pull) products d) complex systems Answer: B 37. An airplane is an example of a: e) quick-build product f) high-risk product g) generic (market pull) product h) complex system Answer: H 38. Batteries are: a) customized products b) high-risk products c) generic (market pull) products d) complex systems Answer: A 39. Breakfast cereals are: a) customized products b) high-risk products c) process-intensive products d) complex systems Answer: C 40. Restaurant services are: a) customized products b) product-service systems c) process-intensive products d) complex systems Answer: B 41. The process flow diagram for product development can be categorized as a: a) generic product development process b) spiral product development process

c) complex system development process d) all of the above Answer: D 42. Many iteration cycles occur between Design and Testing in a: a) generic product development process b) spiral product development process c) complex system product development process d) none of the above Answer: B 43. The ______________ includes parallel sets of Design and Testing for subsystems. a) generic product development process b) spiral product development process c) complex system product development process d) none of the above Answer: C 44. A product development team’s members or groups can be linked together by: a) reporting relationships b) financial arrangements c) physical layout d) all of the above Answer: D 45. A company’s organizational structure can be aligned with: a) a function usually involving specialized education, training, or experience b) a specific project c) both a function and a project d) all of the above Answer: D 46. In functional organizations, employees are linked together based on: a) similar functions b) projects c) similar behavioral attitudes d) none of the above Answer: A

47. In project organizations, employees are linked together based on: a) similar functions b) projects c) similar behavioral attitudes d) None of the above Answer: B 48. The two variants of a matrix organization are: a) lightweight and medium-weight b) medium-weight and heavyweight c) heavyweight and lightweight d) none of the above Answer: C 49. Multi-national corporations achieve cost saving through lower wages by establishing ______ product development teams. a) core b) extended c) distributed d) none of the above Answer: C 50. Distributed product development teams are useful because of their: a) access to information about regional markets and availability of technical expertise b) cost saving through lower wages and location of manufacturing facilities and suppliers c) outsourcing to increase product development capacity d) all of the above Answer: D

Multiple choice questions on Chapter 3: Opportunity Identification 21. In the context of product development, an opportunity is: e) a financial revenue for a product f) a market for a new product g) an idea for a new product h) none of the above Answer: C 22. Two useful dimensions for categorizing opportunities for technology-based products are knowledge of the _________, and knowledge of the__________. a) technology; market b) technology; legal system c) legal system; market d) finances; legal system Answer: A

Figure 3-1: Examples of different types of opportunities

23. In Figure 3-1 above, the risk and uncertainty levels from Horizon 1 to Horizon 3 a) decrease b) increase c) do not change d) increase and then decrease Answer: B 24. An opportunity tournament is a process which: e) filters a few exceptional opportunities from large numbers of options f) generates a few mediocre opportunities g) does not seek high quality opportunities h) is not very helpful in the product development process Answer: A 25. Following is not one of the ways to increase the number of excellent opportunities: a) generate a large number of opportunities b) generate a small number of opportunities c) seek high quality of the opportunities generated d) create high variance in the quality of opportunities Answer: B 26. Opportunity Identification is a (n) _______ process compared to the rest of the product development process. a) Inexpensive b) expensive c) equally expensive d) lengthy and difficult Answer: D 27. The basic ways to create excellent opportunities are: a) generating a large number of opportunities b) seeking to generate high quality opportunities c) creating a high variance in the quality of opportunities d) all of the above Answer: D 28. Opportunity identification can be divided into a _______ step process. a) four

b) five c) six d) seven Answer: C 29. The first step of the opportunity identification process is to: a) select exceptional opportunities b) screen opportunities c) establish a charter d) develop promising opportunities Answer: C 30. A narrow charter allows teams: e) not to pursue any opportunity f) to avoid wasting effort generating opportunities unlikely to be pursued g) to generate opportunities that may otherwise have never been considered h) to pursue unlimited opportunites Answer: B 31. A broad charter is recommended for a new product because it: a) helps to generate opportunities that may otherwise have never been considered b) allows teams to avoid wasting effort generating opportunities unlikely to be pursued c) allows teams not to pursue any opportunity d) none of the above Answer: A 32. Data shows that most of the innovation opportunities in organizations are generated: e) by suppliers f) by customers g) internally h) by distribution partners Answer: C 33. Data shows that the two most useful sources of innovation opportunities in organizations are generated: a) Internally and by independent inventors b) Externally and by customers c) Internally and by customers

d) in universities, and by distribution partners Answer: C 34. Which of the following techniques is NOT a good practice to generate opportunities? a) follow a personal passion b) study customers c) imitate, but better d) have managers decide on their own Answer: D 35. The textbook discusses Matt Kressy, an avid bicyclist, who invented the nutrient delivery system. This is an example of generating opportunity by: a) following a personal passion b) compiling bug lists c) pulling opportunities from VRIN resources d) none of the above Answer: A 36. The unique resources for a company to achieve above-average profits are: a) capabilities b) core competencies c) competitive advantage d) all of the above Answer: D 37. To be competitive, a firm’s resources must be: a) easily available b) imitable c) rare d) substitutable Answer: C 38. Following a personal passion, compiling bug lists, pulling opportunities from capabilities, and studying customers are all ways to: a) generate and sense opportunities b) develop promising opportunities c) screen opportunities d) select exceptional opportunities

Answer: A 39. Studying customers, considering implications of trends, mining sources, and imitating products innovated by other firms are all ways to: a) develop promising opportunities b) generate and sense opportunities c) screen opportunities d) select exceptional opportunities Answer: B 40. The “Trek Lime” bicycle as described in the textbook is an example of successfully generating opportunities by using the “____________” approach. a) imitate, but better b) study customers c) pull opportunities from capabilities d) mine your sources Answer: B 41. Looking for innovation opportunities by studying social, technological or environmental trends is an effective way to: a) develop promising opportunities b) screen opportunities c) generate and sense opportunities d) select exceptional opportunities Answer: C 42. Growing environmental awareness creates a market f...