BSB10192-2

Year 2011-2012

Operations Management

Closed Book Examination

Date

XXXXX

Time Allowed

2.00 hours

Exam No

BSB10192-2

Venue

Stoke / Stafford / SURF network

Weighted

100%

Examiner

Roy Edwards

Session

2011-12

Marks

First Marker

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Second Marker

BSB10192-2

Year 2011-2012

Assessment
The module assessment for 2011-12 consists of two parts.
Part A

27 Multiple choice questions @ 2% each

6 Yes/No questions @ 1% each

= 54%
= 6%

Part B

5 Short answer questions @ 8% each

= 40%
100%

You should answer all questions

Part B Short answer questions (40%) Part 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, which would be approximately half a page of handwritten text. 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.

Please Note - The paper below is for your

practice and contains more questions than
you will have on the day (See your module
handbook to identify the number of
questions).

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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 30 multiple choice questions, each carrying equal
marks @ 2% each plus 10 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

Mark

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

Please Note - The paper below is for your practice

and contains more questions than you will have on
the day (See your module handbook to identify the
number of questions).

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Year 2011-2012
Operations Management - Multiple question answer Sheet
Please write student name: ___________________________
Student Number: ___________________________
Date of Exam: XXX
A

Assessor: Roy Edwards

C

Mark

Question 1

Question 21

Question 2

Question 22

Question 3

Question 23

Question 4

Question 24

Question 5

Question 25

Question 6

Question 26

Question 7

Question 27

Question 8

Question 28

Question 9

Question 29

Question 10

Question 30

Question 11
Question 12

Score @ 1.5% each

Yes / No Questions

Question 13

Question 14

Question 31

Question 37

Question 15

Question 32

Question 38

Question 16

Question 33

Question 39

Question 17

Question 34

Question 40

Question 18

Question 35

Question 41

Question 19

Question 36

Question 42

Question 20

Score @ .5% each

TOTAL SCORE

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Mark

BSB10192-2

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

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)

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

6
A)
B)
C)
D)

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

Expansion by acquisition of suppliers and customers, illustrates

which of the following strategies

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A)
B)
C)
D)

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)
13

One micro operation acting as a constraint on capacity may be

termed a :
Cost centre
Non-viable process
Bottleneck
Resource limitation

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

14

Buffer inventory is required as :

A)

One or more stages in the operation cannot supply all the items it
produces simultaneously

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Year 2011-2012
B)
C)
D)

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

15

At a strategic level, the essential role of inventory is to support :

A)
B)
C)
D)

Quality, dependability, flexibility, cost and speed

Flexibility, dependability and quality
Cost and speed
Range, speed, flexibility and dependability

16

Where demand is uncertain, a key purchasing objective will be :

A)
B)
C)
D)

Fast delivery
High quality
Low price
Dependable delivery

17
A)
B)
C)
D)

In the make-or-buy decision, one of the reasons for buying is

To assure adequate supply
To obtain desired quality
To remove supplier collusion
Inadequate capacity

18

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)
19
A)
B)
C)
D)
20
A)
B)
C)
D)
21
A)
B)
C)
D)

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
Employee empowered companies have committed to all but one of
the following
Investment in people
Use of information technology to support decision making
Link compensation to short term performance
Develop training programs for employees
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

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22
A)
B)
C)
D)
23
A)
B)
C)
D)
24

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

C)
D)

Which of the following is NOT considered effective in achieving

and maintaining service quality?
Encouraging service providers to be highly visible in dealing with
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

25
A)
B)
C)
D)

A quality variable
takes discrete values
may be measured on a continuous scale
is continually changing
is highly undesirable

26
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

27
A)

D)

A moment of truth is NOT

an opportunity to influence a customers 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

28
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

29
A)
B)

Zero defects in manufacturing

is an unobtainable and misleading ideal
is the goal of TQM

A)
B)

B)
C)

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Year 2011-2012
C)
D)

is readily achievable in all areas

is a relevant goal only in electronic assembly

30

Which of the following represent reasons for globalising

operations?
To gain improvements in the supply chain
To improve operations
To expand a products life cycle
All of the above

A)
B)
C)
D)
31
A)
B)
32
A)
B)

Operations management is concerned only with the day-to-day

operations of the firms productive system
True
False
Companies that compete based on flexibility often cannot compete
based on cost
True
False

33

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

34

The idea of a fluctuating workforce that matches demand can be

regarded as unethical.

A)
B)

True
False

35

In an ABC inventory system, Class A items require loose inventory

control because of their high value
True
False

A)
B)

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36

The larger the level of material costs as a proportion of total costs,

the greater effect on profitability of a reduction in material costs

A)
B)

True
False

37

Waiting for parts to arrive or for machines to finish production

would not be considered a form of waste
True
False

A)
B)
38
A)
B)
39
A)
B)
40
A)
B)

From the customers perspective product and service quality is

determined by what the consumer wants and is willing to pay for
True
False
A criticism of the traditional TQM approach is that it assumes that
costs are known and measurable
True
False
Social responsibility is an issue for executives, not operation
managers
True
False

41

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

42

A common difference between jobbing and mass operations

is degree of product standardisation

A)
B)

True
False

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Section B Short answer questions This Mock Section B of the

examination paper contains 10 practice questions. 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
There are no model answers to this section as we will run through these
in class

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Year 2011-2012

Question 1
Operations may be conceptualised in terms of a transformation process
(input-process-output). Briefly describe each of the components of the
transformation model, using relevant examples

Question 2

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Discuss the concept of straying from the diagonal relative to the volume
variety continuum and the implications for operations.

Question 3
Describe how the characteristics of service operations(Presence of the
customer, simultaneity, perishability, intangibility, heterogeneity) affects
British Airways
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Question 4
Briefly outline how operations can contribute to the overall strategy of an
organisation and ultimately the success of the business.

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Question 5
Discuss why supply chain management has become so important for
competitiveness

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Question 6
Briefly contrast the principles and characteristics of scientific
management and job enrichment and explain the significances for job
design

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Question 7
Identify a product/service that would typically be produced or delivered
within a product layout and describe the product/service characteristics
together with two of the process design features

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Question 8
A major responsibility for all managers in the future will be the support of
company based systems designed to ensure the quality of products or
services. Briefly discuss why quality has become such a live issue
today?

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Question 9
The elimination of waste is a core philosophy of Just in Time / Lean
Production. What is meant by waste in this context?

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Question 10
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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