Revision Package 2023.

Do the mock Exam under exam conditions, and the rest in study groups. It
helps to discuss your answers as a group. There will be a class discussion on
the Mock Exam on Thursday 26 October at 1030 on Teams.

Mock Exam
Section A- Multiple Questions
Answer all 20 Questions

1. All the following are true of the changing business environment in which
operations management work except
a. Demand for better quality
b. More frequent product introduction
c. Less ethical sensitivity
d. More legal regulations.

2. The following are the input resources to any transformation process:

a. Information, materials and customers
b. Staff, facilities, materials, information and customers
c. Processes, people and parts
d. People and machines.

3. All the following are low variety operations except:

a. A tax consultancy advice service
b. Processing of credit card transaction
c. A jean shop
d. University lectures
e. Mass production of birthday cakes.

4. Which type of maintenance is done before failure

a. Emergency
b. Fixed time
c. Preventive
d. None of the above

5. Which quality guru propose the fourteen- point plan

a. Joseph Juran
b. Edward E Demming
c. Philip Crosby
d. Walter Schewart
6. Which type of industries has low contact with customers?
a. Service industry
b. Manufacturing industry
c. None of the above
d. Depends upon count of customers

7. Which activity in operations management is concerned with estimating

consumers’ demand for production planning
a. Forecasting
b. Facility management
c. Total Quality Management
d. Scheduling

8. Which activity adds value

a. Inspection
b. Storage
c. Process
d. Setup

9. Which manufacturing operations strategy is concerned with eliminating all types

of waste in the manufacturing process
a. Lean operations
b. Agility
c. Flexible specialization
d. Mass Customisation

10. Quality as defined by the customer is

a. An unrealistic definition
b. User-based definition
c. A manufacturer- based definition
d. A product -based definition

11. Which activity in manufacturing management is concerned on when staff will

work on what tasks
a. Scheduling
b. Forecasting
c. Projecting
d. Anticipating

12. Which area of operations management is concerned with utilization of resources

and gaining competitive advantage
a. Total quality management
b. Resources allocation
c. Supply chain management
 d. Strategic operations management

13. Which one is an output of QFD

a. Customer requirements
b. What needs to be done
c. Design features
d. Conflicting designs

14. What should be done first in solving a problem in operations

a. Identify the problem
b. Gather data
c. The process must be mapped
d. The measurement system must be validated.

15. Which area of operations management is concerned with control of stocked

goods:
a. Product layout management
b. Supply chain management
c. Inventory management
d. Strategic operations management

16. Total quality management is a process that involves the following:

a. Process where only strong managers are the only decision makers
b. A process that involves strong statisticians
c. The responsibility of quality staff to control the quality of goods and services
d. A commitment of the whole organization that goes beyond the organization
to supplier and customers.

17. Which of the following activities is not a direct responsibility of operations

management?
a. Developing an operations strategy for the operations
b. Planning and controlling the operations
c. Determining the exact mix of products and services that customers will want
d. Designing the operations products, services and process.

18. Which of the following would not be normally considered as a key feature of
operations management?
a. Most new technology is implemented
b. World class operations can give an organization competitive advantage
c. Operations researches mathematical techniques for optimizing processes
d. Operations is part of an organization which creates wealth through the
management of the transformation process.
e. Operations is the area of a business where most people are employed.
 19. Which of the following illustrate an activity that does not add value?
a. Training employees
b. Ordering parts from a supplier
c. Making a part
d. Accumulating parts in front of the next work centre

20. Operations Management is responsible for increasing the organization’s

efficiency, which means the company will be able to __________.
a) add to the engineering process
b) take for granted current operations
c) increase the number of positions under the manager’s position
d) eliminate activities that do not add value

Section B Answer All Questions

1. Explain the importance of operations management (10 Marks)

2. Distinguish between order qualifiers and order winners. (5 Marks

3. Discuss what product designing and process selection entail and explain why
the two are required for successful strategy implementation (15 marks

4. Define pull and push system in operations (5 Marks)

5. Describe the bullwhip effect (5 Marks)

Section C
Short Case 1
Layout of Delhaize De Leeuw supermarket in Ouderghem, Belgium

The Delhaize Group operates over 400 retail outlets in Belgium, of which there are
around 100 local Delhaize De Leeuw supermarkets. Delhaize supermarkets compete
both by choices of location, which are convenient for frequent shoppers, and by the
quality of the products and service. To remain profitable every Delhaize manager
must maximize the revenue and contribution per square metre but must also
minimize the costs of operating the store, in terms of material handling and checkout
productivity, for example.

The Ouderghem supermarket has a somewhat unusual layout, having two entry
points and two exit points. In common with most supermarket designs, the checkouts
are positioned near the outside wall, but during most of the day only a few are used.
Newspapers are sold near the checkout queues, so that customers can catch up
with the news while waiting. Checkout operators face into the store, towards the
queue, to emphasize the need to work quickly when there is a queue. The store has
10 checkouts – a very large number for a store of only 1500 square metres. This is
because there is a large peak of sales in the early evening, and long queues at the
checkout would be unacceptable.

Delhaize uses relatively wide aisles between the shelves, to ensure good flows of
trolleys, but this has been at the expense of reduced shelf space which would allow
a wider range of products to be stocked. The actual location of all the products is a
critical decision, directly affecting the convenience to customers, their level of
spontaneous purchases, and the costs of filling the shelves. The overall layout of the
supermarket has separate, clearly marked self-service areas for packaged food,
drinks, fruit and vegetables, and household items. The served delicatessen area
(which sells products with above-average margins) is positioned centrally so that
most shoppers must pass it. The displays of fruit and vegetables are located
adjacent to the main entrance, as a signal of freshness and wholesomeness,
providing an attractive and welcoming point of entry.

High-turnover, ‘essential’, known-value items such as rice, pasta, sugar and oil are
positioned centrally and visibly, so that they are easy to find. Profitable, fast-moving
items are displayed at eye level, both to help the customer and to make restocking
easier for the employees. Conversely, low-margin and low-turnover items are placed
low down. Bulky or heavy products, such as packs of beer, are located near the
storage area to facilitate restocking. Frozen foods are located at the ends of aisles,
near the checkouts, so that they can be purchased last. In some supermarkets,
these positions are only used for promotions, as customers move slower around the
ends of aisles and the goods on display can be seen from most directions.

Questions
1 What is the basic layout type used by this supermarket?
2 Are the objectives in designing a supermarket layout broadly similar to the
objectives in designing a high-variety manufacturing operation? If not, what is the
difference?

Short Case 2: JIT principles at Little Chef

The Little Chef roadside restaurant chain has over 350 sites located on busy roads
around the UK. All restaurants trade from 7.00 am to 10.00 pm, 364 days a year, and
offer an all-day menu supplemented by part-day menus and various seasonal
promotions. Customers receive a table service of cooked-to-order meals. Target
times are 30 minutes for a starter plus main course with an extra 10 minutes for a
dessert. To achieve a high standard of customer service, it is necessary to forecast
demand as accurately as possible and then to provide for sufficient resources (staff,
food, etc.) to meet that demand. In practice, an all-year-round core of regular staff is
maintained, supplemented by seasonal staff at peak periods. Staff planning is
undertaken at three levels:

 The quarterly manpower plan. The main input to this plan is the forecast number
of customers for each of the 12 weeks of the forecast period.
 The weekly forecast. The sales forecast from the quarterly plan is updated and
broken down into daily sales.
 The daily plans, which allocate duties between staff.

All materials (food, cleaning items and crockery) are supplied from a single
supplier. This helps to ensure that goods are up to a consistent standard. Each
restaurant has three deliveries a week, typically Monday, Wednesday and Friday,
with orders being placed the same morning. A weekly stock-take provides
consumption of each item. The manager uses a locally determined re-order level
combined with forecast daily sales to compute material orders. Most foods are
delivered and stored frozen. Only salads and cured meats arrive date-coded, usually
with four to five days’ shelf-life after delivery. Bread and milk are delivered daily by
local suppliers. Stock-holding amounts to about seven days at any one time.

Each restaurant has a ‘menu manual’, which specifies the ingredients, cooking
procedures and presentation standards for every item on the menu. Orders are
added to the cook’s order pad, including the time when the waitress took the order.
Orders are marked once cooking has started, and marked again when cooking has
finished. The cooking process is simple. The cooking equipment is also simple –
griddles, fryers and pre-programmed microwave ovens. Similarly, a housekeeping
board enables, ‘at a glance’, staff to see jobs which need to be done. Standard
cleaning products and methods are used throughout the company, and each
cleaning task is broken down into ‘how, what, when’ elements. To help ensure that
standards are maintained across the network, quality audits are conducted every
three months by the local training officer.

Tasks fall into eight categories; there is usually enough flexibility to react on a daily
basis to changing needs, however. The categories are:
 reception/cashier
 cooking/production
 beverage production
 sweet/salad production
 serving to tables
 relaying tables
 washing up
 cleaning/toilet checks.

Staff are cross-trained for greater flexibility (50 per cent of staff can cook). At
quiet times, one person may perform more than one task. Facility flexibility is
assisted by moveable tables and chairs so that parties of varying sizes can be
accommodated.

Question
1 Although different from a manufacturing company, some of the principles which
apply in the Little Chef case are similar to those used in a JIT manufacturer:
What are they?

End of Mock Exam

Revision- Work as a group or as a class. In addition to the Revision Package,

go over your slides and make sure you understand them. Good luck in your
exams.

1. A company’s product design supports it business strategies by

a) designing products that appeal to its customers
b) designing as many products as possible
c) including the company’s mission somewhere in the product
d) designing products that aid strategic planning activities

2. What refers to owning or controlling sources of raw materials and components?

a) Backward integration
b) Horizontal integration
c) Encapsulating integration
d) Forward integration

3. The definition of quality that involves the product functioning as expected without
failure is
a) Performance
 b) Conformance
c) Reliability
d) Standardization
4. Costs of quality inspections, testing, test equipment, and labs are examples of
costs.
a) Internal failure
b) External failure
c) Appraisal
d) Prevention

5. The broad view of JIT is now often termed __________________________.

a) vendor-managed inventory
b) business process reengineering
c) lean production
d) cycle time management

6. Which one of the following correctly describes a production system:

a) Airline: pilots- planes- transportation
b) Bank: teller- computer- deposit
c) Furniture manufacturer: wood- sanding- chairs
d) Telephone company: satellites-cables-communication

7. Which one of the following statements is more of a general characteristic of a

service organisation
a) Output can be inventoried
b) The response time is longer
c) There is more customer contact
d) Level of quality is easy to judge

8. Core competencies are:

a) Product or service attributes that represent the needs of a particular market
segment
b) Another name for competitive priorities
c) Various strategies
d) The unique resources and strengths that management considers when
formulating strategies

9. Competitive priorities define the dimensions on which companies should excel in

producing their products or services. Which one of the following statements is
TRUE?
a) A company that competes on the dimension of volume flexibility is more likely to
manufacture products that experience a seasonal demand variation.
b) It is impossible for a company to improve cost and quality simultaneously
c) A company offering little customization cannot compete simultaneously on the
dimension of consistent quality.
d) A company that competes on the dimension of customization tends to have
operating systems that are inflexible.

10. Which one of the following statements is more of a general characteristic of a

service
organization, as compared to a manufacturing organization?
A) Output can be inventoried.
B) The response time is longer.
C) There is less customer contact.
D) The facilities tend to be smaller.

11. The following correctly describes a production system?

A) airline: pilots→planes→transportation
B) bank: tellers→computer equipment→deposits
C) furniture manufacturer: wood→sanding→chair
D) telephone company: satellites→cables→communication

12. Which of the following systems provides output in correct quantity at correct time
a. Single piece flow
b. One unit per time system
c. Just-in -time
d. Take time

13. All the following are true of the changing business environment in which
operations management work except
a. Demand for better quality
b. More frequent product introduction
c. Less ethical sensitivity
d. More legal regulations.
14. The following are the input resources to any transformation process:
e. Information, materials and customers
f. Staff, facilities, materials, information and customers
g. Processes, people and parts
h. People and machines.

15. All the following are low variety operations excepte:

a. A tax consultancy advice service
b. Processing of credit card transaction
c. A jean shop
d. University lectures
e. Mass production of birthday cakes.

16. Which type of maintenance is done before failure

a. Emergency
b. Fixed time
c. Preventive
d. None of the above

17. Which quality guru propose the fourteen- point plan

a. Joseph Juran
b. Edward E Demming
c. Philip Crosby
d. Walter Schewart

18. Which type of industries has low contact with customers?

a. Service industry
b. Manufacturing industry
c. None of the above
d. Depends upon count of customers

19. Which activity in operations management is concerned with estimating

consumers’ demand for production planning
a. Forecasting
b. Facility management
c. Total Quality Management
d. Scheduling
20. Which activity adds value
a. Inspection
b. Storage
c. Process
d. Setup
21. Which manufacturing operations strategy is concerned with eliminating all types
of waste in the manufacturing process
a. Lean operations
b. Agility
c. Flexible specialization
d. Mass Customisation

22. Quality as defined by the customer is

a. An unrealistic definition
b. User-based definition
c. A manufacturer- based definition
d. A product -based definition

23. Which activity in manufacturing management is concerned on when staff will

work on what tasks
a. Scheduling
b. Forecasting
c. Projecting
d. Anticipating

24. Which area of operations management is concerned with utilization of resources

and gaining competitive advantage
a. Total quality management
b. Resources allocation
c. Supply chain management
d. Strategic operations management

25. Which one is an output of QFD

a. Customer requirements
b. What needs to be done
c. Design features
d. Conflicting designs

26. What should be done first in solving a problem in operations

a. Identify the problem
b. Gather data
c. The process must be mapped
d. The measurement system must be validated.

27. Which area of operations management is concerned with control of stocked

goods:
a. Product layout management
b. Supply chain management
c. Inventory management
d. Strategic operations management
28. Total quality management is a process that involves the following:
a. Process where only strong managers are the only decision makers
b. A process that involves strong statisticians
c. The responsibility of quality staff to control the quality of goods and
services
d. A commitment of the whole organization that goes beyond the
organization to supplier and customers.

29. Which of the following activities is not a direct responsibility of operations

management?
a. Developing an operations strategy for the operations
b. Planning and controlling the operations
c. Determining the exact mix of products and services that customers will
want
d. Designing the operations products, services and process.

30. Which of the following would not be normally considered as a key feature of
operations management?
a. Most new technology is implemented
b. World class operations can give an organization competitive advantage
c. Operations researches mathematical techniques for optimizing
processes
d. Operations is part of an organization which creates wealth through the
management of the transformation process.
e. Operations is the area of a business where most people are employed.

31. Which of the following is the least likely decision to be made by operations
managers?
a. Selecting the locations and layout of a facility
b. Designing and improving the jobs of the workforce
c. How to use quality techniques to reduce waste
d. Deciding which market areas to manufacture products for.

32. Which of the following illustrate an activity that does not add value?
a. Training employees
b. Ordering parts from a supplier
c. Making a part
d. Accumulating parts in front of the next work centre

33. Operations Management is responsible for increasing the organization’s

efficiency, which means the company will be able to __________.
a) add to the engineering process
b) take for granted current operations
c) increase the number of positions under the manager’s position
d) eliminate activities that do not add value
34. A company’s product design supports it business strategies by
a) designing products that appeal to its customers
b) designing as many products as possible
c) including the company’s mission somewhere in the product
d) designing products that aid strategic planning activities

35. What refers to owning or controlling sources of raw materials and components?
a) Backward integration
b) Horizontal integration
c) Encapsulating integration
d) Forward integration

36. The definition of quality that involves the product functioning as expected without
failure is
a) Performance
b) Conformance
c) Reliability
d) Standardization

37. Costs of quality inspections, testing, test equipment, and labs are examples of
costs.
a) Internal failure
b) External failure
c) Appraisal
d) Prevention

38. The broad view of JIT is now often termed __________________________.

a) vendor-managed inventory
b) business process reengineering
c) lean production
d) cycle time management
39. Which one of the following correctly describes a production system:
a) Airline: pilots- planes- transportation
b) Bank: teller- computer- deposit
c) Furniture manufacturer: wood- sanding- chairs
d) Telephone company: satellites-cables-communication

40. Which one of the following statements is more of a general characteristic of a

service organisation
a) Output can be inventoried
b) The response time is longer
c) There is more customer contact
d) Level of quality is easy to judge

41. Core competencies are:

a) Product or service attributes that represent the needs of a particular market
segment
b) Another name for competitive priorities
c) Various strategies
d) The unique resources and strengths that management considers when
formulating strategies

42. Competitive priorities define the dimensions on which companies should excel in
producing their products or services. Which one of the following statements is
TRUE?
a) A company that competes on the dimension of volume flexibility is more likely to
manufacture products that experience a seasonal demand variation.
b) It is impossible for a company to improve cost and quality simultaneously
c) A company offering little customization cannot compete simultaneously on the
dimension of consistent quality.
d) A company that competes on the dimension of customization tends to have
operating systems that are inflexible.

43. Which one of the following statements is more of a general characteristic of a

service
organization, as compared to a manufacturing organization?
A) Output can be inventoried.
B) The response time is longer.
C) There is less customer contact.
D) The facilities tend to be smaller.

Section B Answer All questions

44. Explain the characteristics of a good design. (10 Marks)

45. Define each of the following (6 marks)

1. Strategy
2. Operations management
3. Operations management
46. Differentiate between goods and services (10 marks)
47. explain the 4Vs of operations (12 marks)
48. )
49. Describe Just In Time inventory management system (5 Marks)
50. Explain the importance of operations strategy (5 Marks)
51. Describe the strategy formulation process (20 Marks)
52. Explain how the contributions of operations strategy to a business can be
explained
(20 Marks)
53. Explain the internal and external factors that should be considered in strategy
formulation (10 Marks)
54. Define distinctive competencies in strategy formulation (5 Marks)
55. Explain the advantages of using technology in operations (15 marks)

56. Describe the design process (20 marks)

57. Explain 6 sources of ideas for designing products. (18 Marks)
58. Explain the following :
1. Form design
2. Functional design
3. Designing for reliability, maintainability, usability,
manufacturing. (14 Marks)
59. Explain the advantages of standardization in designing goods and services (6
Marks)
60. Describe modular design (3 marks)
61. Explain concurrent engineering in designing goods and services (4 Marks)

62. Explain the importance of coming out with the best layout of a facility (15 Marks0
63. Describe the 4 basic layout types (12
marks)
64. What are the 4 advantages of a U product layout. (4 Marks)
65. Explain the factors to consider in an manufacturing and service location.(16
Marks)
66. Describe the factors to consider for a location in a. country b, region c. site (20
marks)
67. Discuss why some organization want to have operations at a global scale. (25
marks)
68. In JIT philosophy, one of the aims is to eliminate waste. Briefly discuss the seven
types of waste. (10 Marks)
69. Describe the factors you would when you are considering to move your
operations to another country
(25 Marks)
70. Describe 4 methods you would use when evaluating a location (12 marks)
71. Define process technology (3 Marks)
72. Explain the advantages/disadvantages of process technology (15 Marks)
73. Define planning and control (6 Marks)
74. Describe long term, medium term and short term planning. (15 marks)
75. Define each of the following terms: scheduling, loading and sequencing (9
Marks)
76. Define capacity planning and describe the stages in planning capacit(10 Marks)
77. Define design capacity and maximum capacity
78. Explain why some process end not producing maximum capacity 10 Marks)
79. Explain why an operations manager would classify inventory.
80. Explain the importance of lean production. (14 marks)
81. Describe the 7 types of waste (14 Marks)
82. Define the following terms in operations management: Andon, Jidoka, Kanban,
Kaizen (8 Marks)
83. Define supply chain and name at least 6 facilities involved. (10 Marks)
84. Explain the importance of supply chain (16 marks)
85. Explain the benefits of good supply chain management (14 Marks)
86. Describe the strategic, tactical and operational issues in supply chain
management. (20 Marks)
87. Define reverse logistics in supply chain management. (3 Marks)
88. Describe the characteristics of an effective supply chain management(10 Marks)
89. Define quality in manufacturing and quality in services (6 Marks)
90. Define quality in 5 ways . (10 Marks)
91. List the characteristics of TQM (11 Marks)
92. Differentiate between the traditional and modern ways in managing quality (20
Marks).
93. Explain the elements of TQM Philosophy. (16 marks)
94. Describe the 4 dimensions of quality (8 Marks)
95. Define the 4 categories of cost of quality. (12 Marks)
96. List 5 tools that can be used in solving quality problems. (5 marks)
97. Describe 7 reasons why quality efforts fail (14 Marks)
98. Describe the three objectives of projects. (6 Marks)
99. Describe the stages in a project
100. Explain some contract types in procurement. (10 Marks)
101. Describe 5 techniques you can use for negotiating in procurement (10 Marks)
102.
103. lllustrate and discuss the Deming Cycle Tool. (10 Marks)
104. Identify and briefly describe the three process types in service industry (10
Marks)
105. Define benchmarking and explain its importance (10
Marks)
106. Total Quality Management (TQM) was one of the earliest management
“fashions” and more recently has suffered from a backlash, but the general
precepts and principles of TQM are still influential. It is an approach that puts
quality (and indeed improvement generally) at the heart of everything that is done
by an operation.
Evaluate the importance of TQM as a means of implementing continuous
improvement.
(15 Marks)
What are the four underlying implications in the definition of TQM. (12 Marks)
Evaluate the factors that limit the successful implementation of TQM (15 Marks)

107. Explain capacity planning and control (5 Marks)

108. Explain ways of coping with demand fluctuation (5 Marks(
109. Outline and briefly discuss any five contemporary issues in operations.
110. Briefly discuss a 5-stage project management process (15 Marks)
111. There are several causes of operational failure, including design failures,
facilities failure, staff failure, supplier failure, customer failure and environmental
disruption. Discuss the role of the Operations Manager in preventing or mitigating
the impact of these potential or actual failures on the business. 20 Marks)

112. The design of products and services is a fundamental aspect of operations

management. Explain the process of product and service design and analyse
critically how this process helps to shape the organisation’s competitive position.
(20 Marks)

113. Operations need to measure their performance in terms of the five

performance objectives: quality, speed, dependability, flexibility and cost. Explain
how an operations manager can implement each of these objectives. (20
Marks)

114. A key role of operations management is to reduce or eliminate waste through

increased efficiency in the use of resources. Analyse the importance of lean
production as a tool for continuous improvement. (20 Marks)

Section C

Short Case
The manifold for the Ford Zeta engine

The development of the 1.6 Zeta engine by Ford was one of its most important
design projects for years. Like any engine design, it was a huge and complex task.
Indeed, each part of the engine needed to go through all the stages of the ‘concept
through to market’ design activity. Take, for example, the air intake manifold. This
plays a particularly important part in the engine because it recirculates exhaust
gases from the engine, reburning some of them and therefore reducing the overall
emission levels from the engine.

In the Zeta engine, the manifold (unusually) is made not from metal but from a
glass-reinforced nylon resin. The advantages of using this material include its
strength, impact resistance, heat resistance and ease of processing. However, there
were many design problems to sort out, including noise and vibration, the
dimensional stability of the product and the ability of the material to stand up to the
very high temperatures involved.

The design of the engine manifold took almost three years and was organized
using all the interactive design principles. First of all, the various stages in the design
were compressed and run in parallel (what Ford calls ‘concurrent engineering’).
Secondly, the various fundamental design problems were sorted out right at the
beginning of the process. Third, a design team was put together involving not only
various personnel from the Ford Motor Company but also the more significant
suppliers. Those involved included design representatives from the Du Pont
chemical company who were supplying the material, Dunlop who were to perform
the moulding operation, and several specialist suppliers including Dowty who were
designing the seals, Elring who were involved in gasket design, Elm Steel who were
involved with supplying tubing, and so on.

Design technology also played a large part in the development of this product. For
example, Du Pont used CAD techniques to study the effects of engine vibration on
the manifold. By simulating engine conditions, the various stress levels in the
manifold could be estimated. This allowed the team to explore different design
solutions without having to devote time and cost to manufacturing too many
alternative prototypes – particularly important because the design of the manifold
had to fit in with the overall design of the engine itself. Prototype manifolds were
needed to supply the main engine design team who were wanting to start engine
testing several months before the end of the manifold design process.

By involving its suppliers, by using them to resolve the considerable technical

problems early on in the project, and by solving the technical problems in an
interactive and simultaneous manner, the team managed to get a highly complex
and very novel product designed to fit into the overall engine project more quickly,
more cheaply and more dependably than it could otherwise have done.

Questions
1 In developing this product, Ford put together a team of suppliers. Do you think it
would do the same for every single supplier of every part in every product? If not,
how should it choose which suppliers, which parts and which products to subject
to this sort of treatment?
2 Should Ford have included its suppliers’ suppliers as well?