BSB10214-5 & BSB10192-5 Resit

Year 2010-2011

Student Number …………………………….

Closed Book Examination
Date Time Allowed Exam No Venue Weighted Examiner Session w/c 15th August 2011 2.00 hours BSB10214-5 + BSB10192-5 resit Stoke / Stafford / SURF network 100% Roy Edwards 2010-11

Operations Management

Marks

First Marker

Second Marker

Instructions to candidates:
Page 1 of 18

A structured approach that utilises appropriate terminology and relevant models and frameworks where necessary. notes. You will NOT be allowed to take material. from the pre-published list of 8 possible questions given below. You will be required to write answers to all 5 of these questions. articles or books into the examination with you.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Section A 27 Multiple choice questions @ 2% each 6 Yes/No questions @ 1% each 5 Short answer questions @ 8% each = 54% = 6% = 40% Section B You should answer all questions Section B – Short answer questions (40%) Section B of the examination paper will contain only 5 questions. This exam paper has the requisite spaced lines for each of the written answers. This is a closed book examination and Staffordshire University regulations for examinations apply. 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 2 of 18 . These questions will be selected. It is expected that your response to each question would be no more than 150 words. by us. You will NOT KNOW WHICH 5 questions have been selected for the paper until you sit the exam. A good balance between the practical and theoretical aspects. 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. Accuracy and clarity of style in presenting answers.

6) You may not leave the room before the allocated time is up. If there is any doubt as to your desired answer. the original answer must be clearly crossed out so that the desired answer is absolutely clear. 4) Select the ONE letter corresponding to the MOST APPROPRIATE answer for each question. Note: In questions where the word “ NOT” is emphasised. This is often most easily found by first identifying the true statements. the correct answer is the statement that is not true in the given context. 7) The answer sheet and the question booklet must be handed in at the end of the test. and place an ‘X‘ in the appropriate box on the answer grid. that response will receive no marks. within agreed parameters is A) Varytime B) Flexitime C) Overtime D) Personal time In this example. 5) Stop immediately when time is up. finishing time. 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 common name for the system which allows employees to choose their starting time.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 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. Page 3 of 18 . each carrying equal marks @ 2% each plus 6 yes/no type questions @ 1% each 3) Candidates must answer all the questions on this paper. and to vary their lunch-break. [Example] 1.

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Operations Management .Multiple question answer Sheet Please write student name: ___________________________ Student Number: ___________________________ Date of Exam: w/c 15 Aug 2011 A Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Question 8 Question 9 Question 10 Question 11 Question 12 Question 13 Question 14 Question 15 Question 16 Question 17 Question 28 Question 29 Question 30 Question 31 Question 32 Question 33 Score @ 1% each B C D Mark Question 18 Question 19 Question 20 Question 21 Question 22 Question 23 Question 24 Question 25 Question 26 Question 27 Score @ 2% each Yes / No Questions Assessor: Roy Edwards A B C D Mark Level 2 A B TOTAL SCORE Page 4 of 18 .

Most service organizations can buffer themselves against uncertain demand by creating inventories and smoothing output levels. illustrates which of the following strategies Page 5 of 18 . variation in demand or the degree of ‘visibility’ (ie. customer contact) that they give to customers of the delivery process. Low unit costs are most closely matched to:Variety Variation Volume Visibility 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 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 A) B) C) D) 3 A) B) C) D) 4 A) B) C) D) 5 A) B) C) D) 6 A) B) C) D) 7 Expansion by acquisition of suppliers and customers. variety of output.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 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. Operations typically differ in terms of volume of output. Please match the following element with the most appropriate of the above dimensions.

cost and speed Flexibility. a degree of customisation and some staff discretion Project orientated with little customisation Many customer transactions. speed. involving limited contact time High-contact organisations where customers spend a considerable time in the service process A big advantage of a process layout is Its flexibility Its low cost The ability to employ low-skilled labour Its high equipment utilization 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 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 Buffer inventory is required as : 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 A) B) C) D) At a strategic level. dependability. flexibility and dependability Page 6 of 18 . flexibility.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 A) B) C) D) 8 A) B) C) D) 9 A) B) C) D) 10 A) B) C) D) 11 A) B) C) D) 12 A) B) C) D) 13 A) B) C) D) Vertical integration strategy Facilities strategy Planning and control systems strategy Supplier development strategy 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 Service shops are characterised as which of the following? Some customer contact. the essential role of inventory is to support : Quality. dependability and quality Cost and speed Range.

if a defective product if found. a key purchasing objective will be : Fast delivery High quality Low price Dependable delivery In lean systems. 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 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 A quality variable takes discrete values Page 7 of 18 .BSB10214-5 & BSB10192-5 Resit Year 2010-2011 15 A) B) C) D) 16 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) B) C) D) 22 A) Where demand is uncertain. 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 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.

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 B) C) D) 23 A) B) C) D) 24 A) B) C) D) 25 A) B) C) D) 26 A) B) C) D) 27 A) B) C) D) may be measured on a continuous scale is continually changing is highly undesirable Which of the following is an indirect benefit of improved quality? Improved image Reduced cost of inspection Reduced scrap Reduced inventory 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 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 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 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 28 A) B) 29 A) B) 30 A common difference between jobbing and mass operations is degree of product standardisation True False Companies that compete based on flexibility often cannot compete based on cost True False The design of products and services is separate and distinct from the design of processes and they should be treated quite independently Page 8 of 18 .

Class A items require loose inventory control because of their high value True False Jobs that are designed purely on the division of labour. not operation managers True False In an ABC inventory system. True False A) B) Page 9 of 18 .BSB10214-5 & BSB10192-5 Resit Year 2010-2011 A) B) 31 A) B) 32 A) B) 33 True False Social responsibility is an issue for executives. scientific management or ergonomic principles can alienate the people performing them.

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. from the pre-published list of 8 possible questions given below. Page 10 of 18 . by us. This exam paper has the requisite spaced lines for each of the written answers.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Section B – Short answer questions (40%) Section B of the examination paper will contain only 5 questions. It is expected that your response to each question would be no more than 150 words. You will be required to write answers to all 5 of these questions. These questions will be selected. You will NOT KNOW WHICH 5 questions have been selected for the paper until you sit the exam.

Question 2 Page 11 of 18 . Inventory Management.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Question 1 Explain how an understanding of 2 of the 5 Schroeder’s decision areas of Process Design. Workforce Management. and Capacity Management could be applied to a large supermarket organisation to help inform their operations management. Quality Management.

intangibility.BSB10214-5 & BSB10192-5 Resit Year 2010-2011 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. heterogeneity) can be related to BMIbaby budget airline Page 12 of 18 .

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Question 4 The elimination of waste is a core philosophy of Just in Time / Lean technology. What is meant by ‘waste’ in this context? Page 13 of 18 .

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Question 5 Discuss some of the options available to operations managers when it comes to introducing job design opportunities – relating these to a work situation Page 14 of 18 .

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Question 6 “A major responsibility for all managers is 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? Page 15 of 18 .

Globalisation and Environmental responsibility a) Outline how two of these factors impact on the operations function? Page 16 of 18 .BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Question 7 Major challenges for operations are seen to be Corporate Social Responsibility.

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Page 17 of 18 .

BSB10214-5 & BSB10192-5 Resit Year 2010-2011 Question 8 What are the implications of moving tasks between the front office and back office areas of a service operation? Use relevant organisational situations of your choice to relate to your responses Page 18 of 18 .

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