BSB10192-5
Year 2011-2012
Student Number …………………………….
Operations Management
Closed Book Examination
Date
w/c 9th January 2012
Time Allowed
2.00 hours
Exam No
BSB10192-5
Venue
Stoke / Stafford / SURF network
Weighted
100%
Examiner
Roy Edwards
Internally
verified by:
Stephen Kelly
Session
2011-12
Marks
Multi Choice Section
Yes/No Section
Short Answer Section
TOTAL MARKS
Page 1 of 19
First Marker
Second Marker
BSB10192-5
Year 2011-2012
Instructions to candidates:
Section A
27 Multiple choice questions @ 2% each
6 Yes/No questions @ 1% each
= 54%
= 6%
Section B
5 Short answer questions @ 8% each
= 40%
You should answer all questions
Section B – Short answer questions (40%) Section B of the examination
paper will contain only 5 questions. These questions will be selected, by us,
from the pre-published list of 8 possible questions given below. You will be
required to write answers to all 5 of these questions. You will NOT KNOW
WHICH 5 questions have been selected for the paper until you sit the exam.
It is expected that your response to each question would be no more than
150 words, This exam paper has the requisite spaced lines for each of the
written answers. Only in exceptional circumstances will additional answer
books be accepted and these should be clearly marked in the usual way with
your student name and number.
You will NOT be allowed to take material, notes, articles or books into the
examination with you.
Please note that higher marks will be given where the exam paper as a whole
reflects:




Independent thought and ability to apply operations concepts to practical
effect.
A structured approach that utilises appropriate terminology and relevant
models and frameworks where necessary.
A good balance between the practical and theoretical aspects.
Accuracy and clarity of style in presenting answers.
This is a closed book examination and Staffordshire University regulations for
examinations apply.
Page 2 of 19
BSB10192-5
Year 2011-2012
Module: Operations Management
Re: Multiple Choice Sections – Section A
Instructions to students
1) Enter student name and number at the top of the answer sheet
2) This test paper contains 27 multiple choice questions, each carrying equal
marks @ 2% each plus 6 yes/no type questions @ 1% each
3) Candidates must answer all the questions on this paper.
4) Select the ONE letter corresponding to the MOST APPROPRIATE answer
for each question, and place an ‘X‘ in the appropriate box on the answer grid.
5) Stop immediately when time is up.
6) You may not leave the room before the allocated time is up.
7) The answer sheet and the question booklet must be handed in at the end
of the test.
[Example]
1. The common name for the system which allows employees to choose
their starting time, finishing time, and to vary their lunch-break, within
agreed parameters is
A) Varytime
B) Flexitime
C) Overtime
D) Personal time
In this example, the correct answer is ‘B) Flexitime’ and should be indicated as:
A
Question
1
B
C
D
Mark
x
If you wish to change your answer, the original answer must be clearly crossed
out so that the desired answer is absolutely clear. If there is any doubt as to
your desired answer, that response will receive no marks.
Note: In questions where the word “NOT” is emphasised, the correct answer
is the statement that is not true in the given context. This is often most easily
found by first identifying the true statements.
Page 3 of 19
BSB10192-5
Year 2011-2012
Level 5
Operations Management - Multiple question answer Sheet
Please write student name: ___________________________
Student Number: ___________________________
Date of Exam: w/c 9th Jan 2012
A
B
C
D
Assessor: Roy Edwards
Mark
A
Question 1
Question 18
Question 2
Question 19
Question 3
Question 20
Question 4
Question 21
Question 5
Question 22
Question 6
Question 23
Question 7
Question 24
Question 8
Question 25
Question 9
Question 26
Question 10
Question 27
Question 11
Question 12
B
Score @ 2% each
Yes / No Questions
Question 13
A
Question 14
Question 28
Question 15
Question 29
Question 16
Question 30
Question 17
Question 31
B
Question 32
Question 33
Score @ 1% each
TOTAL SCORE
Page 4 of 19
C
D
Mark
BSB10192-5
Year 2011-2012
RESIT Operations Management MULTIPLE CHOICE TEST SECTION
1
A)
B)
C)
D)
2
Which of the following statements concerning manufacturing and
service organizations is generally true?
A service facility is more likely to serve national or even international
markets
Manufacturing organizations generally find it more difficult to match
capacity with demand
In many service organizations customers themselves are inputs to the
transformation processes.
Most service organizations can buffer themselves against uncertain
demand by creating inventories and smoothing output levels.
A)
B)
C)
D)
Operations typically differ in terms of volume of output, variety of
output, variation in demand or the degree of ‘visibility’ (ie,
customer contact) that they give to customers of the delivery
process. Please match the following element with the most
appropriate of the above dimensions. Low unit costs are most
closely matched to:Variety
Variation
Volume
Visibility
3
A)
B)
C)
D)
Which of the following is an implication of low variety?
Low unit cost
Flexibility needed
High complexity
Matching customers specific needs
4
In a service organisation faced with variable demand the
Operations Manager can help smooth demand by:
using part-time help during peak hours
scheduling work shifts to vary workforce needs according to demand
increase the customer self-service content of the service
using reservations and appointments
A)
B)
C)
D)
5
A)
B)
C)
D)
6
A)
B)
C)
D)
When developing the operations strategy one of the most
important considerations is that it:
Requires minimal capital investment
Utilises as much automation as possible
Utilises an equal balance of labour and automation
Supports the overall competitive strategy of the company
A order qualifying characteristic could be described as :
A factor which significantly contributes to winning business
A factor which may be of significance in other parts of the organisation
A factor which is at a higher level than the standard for the industry
A factor which has to achieve a particular level to be considered by the
customer
Page 5 of 19
BSB10192-5
Year 2011-2012
7
A)
B)
C)
D)
Expansion by acquisition of suppliers and customers, illustrates
which of the following strategies
Vertical integration strategy
Facilities strategy
Planning and control systems strategy
Supplier development strategy
8
A)
B)
C)
D)
Process design or redesign is most important when
current performance is adequate
you have a significant competitive advantage
competitive priorities have changed
the cost of inputs remain stable
9
A)
Service shops are characterised as which of the following?
Some customer contact, a degree of customisation and some staff
discretion
Project orientated with little customisation
Many customer transactions, involving limited contact time
High-contact organisations where customers spend a considerable time
in the service process
B)
C)
D)
10
A)
B)
C)
D)
A big advantage of a process layout is
Its flexibility
Its low cost
The ability to employ low-skilled labour
Its high equipment utilization
11
As production systems move from projects to batch production to
mass production to continuous production
Processes become more flexible
Customer involvement with the process increases
Products become more standardised
Demand volumes decrease
A)
B)
C)
D)
12
A)
B)
C)
D)
Which one of the following reactive alternatives would typically be
best to implement a chase strategy for a manufacturing firm?
Use creative pricing to modify demand
Build anticipation inventory to absorb the variability in demand
Increase overtime to satisfy peaks in demand
Use promotional campaigns to boost demand
13
Buffer inventory is required as :
A)
C)
D)
One or more stages in the operation cannot supply all the items it
produces simultaneously
Material cannot be transported instantaneously between the point of
supply and the point of demand
Compensation for the uncertainties inherent in supply and demand
Compensation for differences in the timing of supply and demand
14
At a strategic level, the essential role of inventory is to support :
B)
Page 6 of 19
BSB10192-5
Year 2011-2012
A)
B)
C)
D)
Quality, dependability, flexibility, cost and speed
Flexibility, dependability and quality
Cost and speed
Range, speed, flexibility and dependability
15
Where demand is uncertain, a key purchasing objective will be :
A)
B)
C)
D)
Fast delivery
High quality
Low price
Dependable delivery
16
In lean systems, if a defective product if found, which of the
following is generally NOT done?
The production line is stopped
The defective unit is passed on to the next workstation
The defective unit is returned to the worker responsible for creating the
defect
The production line is made aware of the problem without stopping the
line
A)
B)
C)
D)
17
A)
B)
C)
D)
18
A)
B)
C)
D)
19
A)
B)
C)
D)
20
A)
B)
C)
D)
21
A)
Which of the following illustrates an activity that does not add
value?
Training employees
Ordering parts from a supplier
Accumulating parts in front of the next work centre
Delivering the product to the customer
Job design does not involve which one of the following
considerations :
How much autonomy should be given to individual employees?
What tasks should be allocated?
Who should be involved / consulted?
Ignoring where the job is located
Within a typical behavioural model of job design, which of the
following would be considered as representing core job
characteristics?
Task combination / task identity / autonomy
Vertical loading / skill variety / output
Task identity / task significance / autonomy
Cultural advancement / absenteeism / nationality
When a worker has a say in the work methods that he/she wishes
to utilise in his/her job is characterised by :
Skill variety
Job identity
Job significance
Autonomy
Which of the following is NOT considered effective in achieving
and maintaining service quality?
Encouraging service providers to be highly visible in dealing with
Page 7 of 19
BSB10192-5
Year 2011-2012
C)
D)
customers
Establishing peer groups among service providers to foster teamwork
and a sense of pride
Installing system of incentives that emphasises quality
Increasing supervision of service providers
22
A)
B)
C)
D)
A quality variable
takes discrete values
may be measured on a continuous scale
is continually changing
is highly undesirable
23
A)
B)
C)
D)
Which of the following is an indirect benefit of improved quality?
Improved image
Reduced cost of inspection
Reduced scrap
Reduced inventory
24
A)
D)
A ‘moment of truth’ is NOT
an opportunity to influence a customer’s perception of the service
quality
critical in achieving a reputation for superior quality
when the customer is forming an opinion about the efficiency of the
service
an interaction between the customer and a service provider
25
A)
B)
C)
D)
Proactive quality management includes the concept of
quality improvement costs more
needing to find out who is responsible for the quality problem
getting the service to the customer as soon as possible
highlighting problems to help solve them
26
A)
B)
C)
D)
Zero defects in manufacturing
is an unobtainable and misleading ideal
is the goal of TQM
is readily achievable in all areas
is a relevant goal only in electronic assembly
27
Which of the following represent reasons for globalising
operations?
To gain improvements in the supply chain
To improve operations
To expand a product’s life cycle
All of the above
B)
B)
C)
A)
B)
C)
D)
28
A common difference between jobbing and mass operations is
degree of product standardisation
A)
True
Page 8 of 19
BSB10192-5
Year 2011-2012
B)
False
29
Companies that compete based on flexibility often cannot compete
based on cost
True
False
A)
B)
30
The design of products and services is separate and distinct from
the design of processes and they should be treated quite
independently
A)
B)
True
False
31
Social responsibility is an issue for executives, not operation
managers
True
False
A)
B)
32
A)
B)
In an ABC inventory system, Class A items require loose inventory
control because of their high value
True
False
33
Jobs that are designed purely on the division of labour, scientific
management or ergonomic principles can alienate the people
performing them.
A)
B)
True
False
Page 9 of 19
BSB10192-5
Year 2011-2012
Section B – Short answer questions (40%) Section B of the examination
paper will contain only 5 questions. These questions will be selected, by us,
from the pre-published list of 8 possible questions given below. You will be
required to write answers to all 5 of these questions. You will NOT KNOW
WHICH 5 questions have been selected for the paper until you sit the exam.
It is expected that your response to each question would be no more than
150 words, This exam paper has the requisite spaced lines for each of the
written answers. Only in exceptional circumstances will additional answer
books be accepted and these should be clearly marked in the usual way with
your student name and number.
Page 10 of 19
BSB10192-5
Year 2011-2012
Question 1
Briefly describe how a progressive approach to workforce management
and job design opportunities can be applied in practice?
Page 11 of 19
BSB10192-5
Year 2011-2012
Question 2
“A major responsibility for all managers in the future will be the support
of company based systems designed to ensure the quality of product or
services”. Discuss why quality has become such a live issue today?
Page 12 of 19
BSB10192-5
Year 2011-2012
Question 3
Using a restaurant as an example, what are some of the consequences
of under-utilisation and being over-stretched with respect to the
management of capacity?
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BSB10192-5
Year 2011-2012
Question 4
Briefly outline how operations can contribute in various ways to
implementing and supporting the strategy of an organisation to
ultimately driving the competitive success of the business?
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BSB10192-5
Year 2011-2012
Question 5
Briefly explain the importance of corporate social responsibility, with
some examples of voluntary actions a business can take to address
interests of the business and the wider society.
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BSB10192-5
Year 2011-2012
Question 6
Operations transform input resources into output products and services, they
may be differentiated by the extent of volume, variety, variation and visibility.
Briefly describe how the four V’s are used to distinguish between different
types of process design in either a product or service business?
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BSB10192-5
Year 2011-2012
Question 7
Describe the various ways in which operations management can
contribute to the success of an organisation, using IKEA as an example
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BSB10192-5
Year 2011-2012
Page 18 of 19
BSB10192-5
Year 2011-2012
Question 8
Briefly outline the core principles of Supply Chain Management and why
the concept has become so important for competitiveness?
Page 19 of 19