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Marks: Closed Book Examination
Marks: Closed Book Examination
Year 2011-2012
Student Number .
Operations Management
Time Allowed
2.00 hours
Exam No
BSB10192-5
Venue
Weighted
100%
Examiner
Roy Edwards
Internally
verified by:
Stephen Kelly
Session
2011-12
Marks
First Marker
Instructions to candidates:
Page 1 of 18
Second Marker
BSB10192-5
Year 2011-2012
Section A
= 54%
= 6%
Section B
= 40%
Page 2 of 18
BSB10192-5
Year 2011-2012
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.
Page 3 of 18
BSB10192-5
Year 2011-2012
Level 5
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
Score @ 2% each
Yes / No Questions
Question 13
Question 14
Question 28
Question 15
Question 29
Question 16
Question 30
Question 17
Question 31
Question 32
Question 33
Score @ 1% each
TOTAL SCORE
Page 4 of 18
Mark
BSB10192-5
Year 2011-2012
RESIT Operations Management MULTIPLE CHOICE TEST SECTION
1
A)
B)
C)
D)
2
A)
B)
C)
D)
3
A)
B)
C)
D)
A)
B)
C)
D)
5
A)
B)
C)
D)
6
A)
B)
C)
D)
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BSB10192-5
Year 2011-2012
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)
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
A)
B)
C)
D)
B)
Page 6 of 18
BSB10192-5
Year 2011-2012
15
A)
B)
C)
D)
Fast delivery
High quality
Low price
Dependable delivery
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
C)
D)
22
A quality variable
A)
B)
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BSB10192-5
Year 2011-2012
A)
B)
C)
D)
23
A)
B)
C)
D)
24
A)
D)
25
A)
B)
C)
D)
26
A)
B)
C)
D)
27
B)
C)
A)
B)
C)
D)
28
A)
B)
True
False
29
A)
B)
30
Page 8 of 18
BSB10192-5
Year 2011-2012
independently
A)
B)
True
False
31
A)
B)
32
A)
B)
33
A)
B)
True
False
Page 9 of 18
BSB10192-5
Year 2011-2012
Page 10 of 18
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?
Question 2
Page 11 of 18
BSB10192-5
Year 2011-2012
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?
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?
Page 12 of 18
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.
Page 14 of 18
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 Vs are used to distinguish between different
types of process design in either a product or service business?
Page 15 of 18
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 17 of 18
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 18 of 18