Sample Level 2 Operations Management Exam

7/26/2019 Sample Level 2 Operations Management Exam

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BSB10192-2 & BSB10214-2Sample paper

Operations Management

Date Sample paper

Time Allowed 2.00 hours

Exam No BSB10192-2 & BSB10214-2

en!e Stoke / Stafford / SURF network

"eig#ted 100

Ad$ised 40 m!nutes for Se"t!on #$ %0 m!nutes for Se"t!on B

Examiner Ro 'dwardsSession Sample paper

%losed Boo& Examination

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'nstr!(tions to (andidates)

Se"t!on # (0 )ult!ple "ho!"e *uest!ons +1., ea"h12 es/ o *uest!ons + ., ea"h

Se"t!on B Short answer *uest!ons + ea"h

*o! s#o!ld answer all +!estions

Se(tion B , S#ort answer +!estions ,0 Se"t!on B of the e am!nat!onpaper w!ll "onta!n *uest!ons onl . 3hese *uest!ons ha e 5een sele"ted$ 5us$ from the pre-pu5l!shed l!st of 10 poss!5le *uest!ons pre !ousl a a!la5le.

ou w!ll 5e re*u!red to wr!te answers to all 10 of these *uest!ons. 6t !se pe"ted that our response to ea"h *uest!on would 5e no more t#an 1 0words. 3h!s e am paper has the re*u!s!te spa"ed l!nes for ea"h of the wr!tten

answers. 7nl !n e "ept!onal "!r"umstan"es w!ll add!t!onal answer 5ooks 5ea""epted and these should 5e "learl marked !n the usual wa w!th ourstudent name and num5er

ou w!ll 73 5e allowed to take mater!al$ notes$ art!"les or 5ooks !nto thee am!nat!on w!th ou.

8lease note that h! her marks w!ll 5e ! en where the e am paper as a wholerefle"ts:

6ndependent thou ht and a5!l!t to appl operat!ons "on"epts to pra"t!"aleffe"t.

# stru"tured approa"h that ut!l!ses appropr!ate term!nolo and rele antmodels and frameworks where ne"essar .

# ood 5alan"e 5etween the pra"t!"al and theoret!"al aspe"ts. #""ura" and "lar!t of st le !n present!n answers.

3h!s !s a "losed 5ook e am!nat!on and Staffordsh!re Un! ers!t re ulat!ons for e am!nat!ons appl .

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Mod!le) Operations Management

/e) M!ltiple %#oi(e Se(tions , Se(tion A

'nstr!(tions to st!dents

1 'nter student name and num5er at the top of the answer sheet2 3h!s test paper "onta!ns (0 mult!ple "ho!"e *uest!ons$ ea"h "arr !n e*ual

marks + 1., ea"h plus 10 es/no t pe *uest!ons +., ea"h( ;and!dates must answer all the *uest!ons on th!s paper.4 Sele"t the 7 ' letter "orrespond!n to the )7S3 #88R78R6#3' answer

for ea"h *uest!on$ and pla"e an < < !n the appropr!ate 5o on the answer r!d.

, Stop !mmed!atel when t!me !s up.= ou ma not lea e the room 5efore the allo"ated t!me !s up.

3he answer sheet and the *uest!on 5ooklet must 5e handed !n at the endof the test.

>' ample?

1 T#e (ommon name or t#e s3stem w#i(# allows emplo3ees to (#ooset#eir starting time. inis#ing time. and to $ar3 t#eir l!n(#- rea&. wit#inagreed parameters is

# @ar t!me B Fle !t!me ; 7 ert!me A 8ersonal t!me

6n th!s e ample$ the "orre"t answer !s


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Operations Management - M!ltiple +!estion a nswer S#eet

6lease write st!dent name) 7777 _______________________

St!dent N!m er) 7777 _______________________

Date o Exam) Sample 8aper Assessor) /o3 Edwards

A B % D Mar& A B % D Mar&

Cuest!on 1 Cuest!on 21


C uest!on ( Cuest!on 2(


Cuest!on , Cuest!on 2,

Cuest!on = Cuest!on 2=

Cuest!on Cuest!on 2

Cuest!on % Cuest!on 2%


Cuest!on 10 Cuest!on (0



Cuest!on 1( Cuest!on ((


Cuest!on 1, Cuest!on (,

Cuest!on 1= Cuest!on (=

Cuest!on 1 Cuest!on (

Cuest!on 1% Cuest!on (%



S;7R'

TOTA8 S%O/E

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Operations Management M 8T'68E %:O'%E TEST SE%T'ON

ote: 6n *uest!ons where the word D 73E !s emphas!sed$ the "orre"t answer !s the statementthat !s not true !n the ! en "onte t. 3h!s !s often most eas!l found 5 f!rst !dent!f !n the truestatements.

1 Operations (an e (lassi ied a((ording to t#e degree o

$ariation in demand and $isi ilit3 o t#e operation as well ast#eir $ol!me and $ariet3 o prod!(tion "#i(# o t#e

ollowing operations wo!ld e (lassi ied as #ig# $ariationand #ig# $isi ilit3

# # fast food restaurantB # "arpenter ; # h! h street 5ran"h of a 5ankA # fam!l do"tor

2 "#i(# o t#e ollowing (on(erning t#e term customer in operationsmanagement is tr!e

# )anufa"tur!n s stems "an ha e onl !nternal "ustomers 5e"auseother departments are respons!5le for ser !n the e ternal "ustomer

B #ll "ustomers are !nternal !n manufa"tur!n and e ternal !n ser !"es; 7nl ser !"e or an! at!ons ha e e ternal "ustomers 5e"ause ser !"e !s

pro !ded !n the presen"e of a "ustomer.A ;ustomers "an 5e !nternal or e ternal !n 5oth manufa"tur!n and

ser !"e operat!ons

; "#i(# o t#e (#ara(teristi(s elow is NOT t3pi(all3 !sed to#elp (lassi 3 operations)

# @!s!5!l!tB @ar!et; @alue-addedA @ar!at!on

4 T#e < = (#ara(teristi( o a ser$i(e is est ill!strated 3 anempt3 airline seat or #otel room not o((!pied

# 3!me per!sha5!l!tB Ga5our !ntens!t; 6ntan !5!l!tA S!multaneous produ"t!on and "onsumpt!on

"#i(# among t#e ollowing strategies is !sed 3 ast oodresta!rants to red!(e (osts>

# 6n"reased ad ert!s!n !a the 6nternetB #llow!n "ustomers to pla an a"t! e part !n the ser !"e pro"ess; 6n"rease pr!"esA 6n"reas!n menu !tems to "ater to ar !n tastes

? An order-winning (#ara(teristi( (o!ld e des(ri ed as )

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# # fa"tor wh!"h s! n!f!"antl "ontr!5utes to w!nn!n 5us!nessB # fa"tor wh!"h ma 5e of s! n!f!"an"e !n other parts of the or an!sat!on; # fa"tor wh!"h has to 5e a5o e a part!"ular le el to 5e "ons!dered 5

the "ustomer A # fa"tor wh!"h !s at a h! her le el than the standard for the !ndustr

@ All o t#e ollowing are ene its o a m!lti-site t3pe oexpansion ex(ept

# #5!l!t to rea"h a mass market *u!"klB Redu"ed f!nan"!al r!sk from lo"al e"onom!" downturn; 8re-empt!on of "ompet!tors 5 "aptur!n prem!um lo"at!onsA Retent!on of "ontrol

Ser$i(e pro(ess (an e (lassi ied a((ording to ea(# o t#eollowing. ex(ept

# 3he de ree of "ustomer sat!sfa"t!onB 3he de ree of "ustomer "onta"t; 3he o5He"t! e of the ser !"e a"t! !t def!ned as oods$ !nformat!on or

peopleA 3he de ree of ser !"e fle !5!l!t $ ran !n from standard to "ustom!sed

ser !"e

9 "#en t#ere is a #ig# $ol!me low $ariet3 mix. t#ere ist3pi(all3

# I! h ;ustom!sat!onB I! h ;onta"t t!me

; Small olumes of "ustomer transa"t!onsA Short "ustomer transa"t!on

10 "#i(# o t#e ollowing is tr!e o pro(ess t3pes>

# )ass ser !"es are s!m!lar to Ho55!n pro"essesB Ser !"e shops and 5at"h are !n a s!m!lar pos!t!on$ 5ut one relates to

manufa"tur!n and the other to ser !"es; Jo55!n pro"esses ha e h! her pro"ess ar!et than profess!onal

ser !"esA 8rofess!onal ser !"es ha e lower ar!et $ 5ut h! her olume than

ser !"e shops

11 E i(ien(3 in reso!r(e !sage is #ard to o tain in ser$i(eoperations e(a!se o

# 5uffer!nB demand ar!a5!l!t; !ntan !5le "omponentsA !nter-fun"t!onal "o-operat!on

12 "#i(# o t#e ollowing p#rases est des(ri es a mass pro(esst3pe>

# Gow olume$ h! h ar!etB F!n!shed oods are usuall made to order ; 8ro"esses are des! ned to perform a w!de ar!et of a"t! !t!es

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A I! h f! ed "osts$ low ar!a5le "osts

1; "#i(# o t#e ollowing is NOT a strateg3 or managings!ppl3>

# Ae elop!n "omplementar ser !"esB Us!n part-t!me emplo ees; Fore"ast!n demandA S"hedul!n emplo ee sh!fts

14 "#i(# one o t#e ollowing (onditions a$o!rs a le$el strateg3 orman! a(t!ring irms

# I! h a a!la5!l!t of workersB Short shelf l!fe of !n entor; I! hl automated e*u!pment and a make-to-sto"k strateA I! h !n entor -hold!n "ost

1 6!rpose o di erential pri(ing is to)

# )ake peak per!od usa e unattra"t! eB ;har e "ustomers a""ord!n to the!r a5!l!t to pa; )ake off-peak usa e attra"t! eA #dHust "apa"!t to demand

1? nder t#e AB% s3stem o in$entor3 priorities. a %lass A itemis )

# 3he 20 of h! h- alue !tems that a""ount for around 20 of the totalsto"k alue

B 3he %0 of h! h- alue !tems that a""ount for around 20 of the totalsto"k alue; 3he 20 of h! h- alue !tems that a""ount for around %0 of the total

sto"k alueA 3he %0 of h! h- alue !tems that a""ount for around %0 of the total

sto"k alue

1@ T#e model o t#e p#3si(al goods s!ppl3 (#ain does NOT (ontainw#i(# o t#e ollowing elements

# ;ompet!torB A!str!5utor

; Reta!lerA ;ustomer

1 "#i(# o t#e ollowing is NOT a a(tor t#at (an signi i(antl3red!(e time to mar&et or a prod!(t or ser$i(e

# Separat!on of the des! n of produ"ts and ser !"es from the des! n ofthe pro"esses wh!"h w!ll produ"e them

B #n earl resolut!on of des! n "onfl!"t and un"erta!nt; S!multaneous de elopment of the ar!ous sta es !n the o erall pro"ess

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A #n or an!sat!onal stru"ture wh!"h refle"ts the de elopment proHe"t

19 'n a s!ppl3 (#ain or prod!(ts wit# low pro it margins. t#eo(!s is li&el3 to all on )

# 3he !n"rease !n ar!etB 3he num5er of del! er!es to end "ustomers; 3he redu"t!on of !n entorA 3he redu"t!on of suppl!ers

20 T#e ene its o team wor&ing do NOT in(l!de w#i(# one ot#e ollowing>

# 6n"reas!n sat!sfa"t!on 5 allow!n !nd! !duals to "ontr!5ute moreeffe"t! el

B 6mpro !n *ual!t and en"oura !n !nno at!on; 'l!m!nat!n workpla"e stress

A 6mpro !n produ"t! !t throu h enhan"ed mot! at!on21 Co enri(#ment )

# )eans that staff are mo ed per!od!"all from task to task !n order to!n"rease ar!et and !nterest

B 6n ol es allo"at!n a w!der ran e of s!m!lar tasks to !nd! !duals; 6n"reases the amount of mone emplo ees are pa!d for "omplet!n a

un!t of workA 6n ol es ! !n emplo ees work w!th a reater de ree of respons!5!l!t

and autonom

22 'n an organisation t#at #as empowered its ront-line emplo3eest#e middle managers e(ome

# 75soleteB 6nspe"tors; Fa"!l!tatorsA Super !sors

2; T#e :a(&man Old#am approa(# to o design is said toprod!(e t#e ollowing per orman(e o!t(omes>

# 3he a5!l!t to do a repet!t! e Ho5 er wellB ;omm!tment to the or an!sat!ons m!ss!on; Results or!entat!on throu h !n"ent! es and prof!t related paA Gow a5sentee!sm and turno er

24 "#i(# o t#e ollowing dimensions o ser$i(e +!alit3 is !s!all3seen as t#e most important to (!stomers in t#e Ser$+!al model>

# 'mpathB #ssuran"e; Rel!a5!l!t

A 3an !5les

2 "arrant3 ser$i(e. pro(essing o (omplaints. and (osts oPage 8 of 23


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litigation are examples o

# 6nternal fa!lure "ostsB ' ternal fa!lure "osts; #ppra!sal "ostsA 8re ent!on "osts

2? An operations $iew o +!alit3 is +!alit3 is (onsistent(on orman(e to (!stomersF expe(tationsF B3 t#is it is meantt#at )

# 3he produ"t w!ll 5e seen as s non mous w!th !nnate e "ellen"eB 3here are "lear spe"!f!"at!ons "ons!stentl met that pro !de "ustomers

w!th what the would real!st!"all 5el!e e the should re"e! e; 3he produ"t must 5e r! ht e er t!me$ !rrespe"t! e of "ost to the

operat!onA #n th!n the "ustomer wants and des!res should 5e pro !ded 5 the

or an!sat!on

2@ "#i(# o t#e ollowing is NOT !s!all3 (onsidered as a +!alit3(#ara(teristi(>

# aesthet!" appealB rel!a5!l!t; dura5!l!tA repeata5!l!t

2 T#e meaning o +!alit3 #as e$ol$ed greatl3 o$er t#e past(ent!r3 "#i(# o t#e ollowing statements est exempli ies

t#e (!rrent meaning o +!alit3>

# ;ont!nuous !mpro ement$ "ompet!t! e ad anta e and meet!n ore "eed!n "ustomer re*u!rements now and !n the future

B 6nspe"t!on of e er !tem produ"ed to ensure e a"t "ustomerspe"!f!"at!ons are met

; 8rodu"t!on of parts w!th!n "ontrol l!m!ts and use of stat!st!"al pro"ess"ontrol tools to ensure "ons!stent meet!n of "ustomer spe"!f!"at!ons

A 3he "olla5orat!on of all fun"t!onal d!s"!pl!nes for the purpose ofdes! n!n and offer!n *ual!t produ"ts or ser !"es

29 T#e implementation o T5M does NOT in$ol$e

# pre ent!on rather than "ureB stron a"t!on to d!s"!pl!ne emplo ees who "ause poor *ual!t; emphas!s on pro"ess mana ementA top mana ement "omm!tment and !n ol ement

;0 T#e t#ree important management iss!es or operationsmanagers dealing wit# t#eir international networ& ooperations are )

# ;ulture$ "o-ord!nat!on and "ommun!"at!onB ;ustomers$ suppl!ers and transformat!on resour"es; Fre*uentl fl er s"hemes$ e pense a""ounts and l! htwe! ht lu a e

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A one of the a5o e

;1 Maintaining t#e +!alit3 o prod!(ts and ser$i(es is easier w#enprod!(tion or deli$er3 is (loser to #ome

# 3rueB False

;2 An operations strateg3 (o$ers a relati$el3 s#ort time #oriGon.w#ereas a business strategy (o$ers a relati$el3 long time #oriGon

# 3rueB False

;; T#e #ierar(#i(al model o strateg3 in t#e top-downperspe(ti$e is intended to represent t#e wa3 strategies are!s!all3 orm!lated

# 3rueB False

;4 En$ironment (onstraints tend to a e(t t#e design oprod!(ts and ser$i(es. !t not t#e design o t#e pro(essw#i(# deli$ers t#em

# 3rueB False

; %apa(it3 le$els in ex(ess o demand (o!ld (a!se !nder-!tilisation

# 3rueB False

;? T#e (osts o in$entor3 o!tweig# t#e ene its o #oldingsto(&

# 3rueB False

;@ A s!ppl3 (#ain en(ompasses all t#e a(ti$ities asso(iated wit# t#elow and trans ormation o goods and ser$i(es ex(ept in ormation

lows # 3rueB False

; Co s t#at are designed p!rel3 on t#e di$ision o la o!r.s(ienti i( management or ergonomi( prin(iples (an alienatet#e people per orming t#em

# 3rueB False

;9 /elia ilit3 means t#e total !se !l li e o t#e prod!(t orser$i(e. ass!ming o((asional repair or modi i(ation

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# 3rueB False

40 T5M approa(# asserts t#at t#ere is an optim!m amo!nt o+!alit3 e ort to e applied in an3 sit!ation. w#i(# minimisest#e total (osts o +!alit3

# 3rueB False

Se(tion B , S#ort answer +!estions ,0 Se"t!on B of the e am!nat!onpaper w!ll "onta!n *uest!ons onl . 3hese *uest!ons ha e 5een sele"ted$ 5us$ from the pre-pu5l!shed l!st of 10 poss!5le *uest!ons pre !ousl a a!la5le.

ou w!ll 5e re*u!red to wr!te answers to all of these *uest!ons. 6t !s e pe"tedthat our response to ea"h *uest!on would 5e no more t#an 1 0 words. 3h!se am paper has the re*u!s!te spa"ed l!nes for ea"h of the wr!tten answers.7nl !n e "ept!onal "!r"umstan"es w!ll add!t!onal answer 5ooks 5e a""eptedand these should 5e "learl marked !n the usual wa w!th our student nameand num5er

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5!estion 1

Relate S"hroeder s , de"!s!on areas to relat! e operat!ons s!tuat!onsw!th!n a reta!l 5ank.

5!estion 2

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B us!n a rele ant e ample 5r!efl e pla!n the "on"ept of t!meper!sha5!l!t !dent!f !n methods that 7perat!ons )ana ers "ould use toredu"e !ts !mpa"t on the or an!sat!on.

5!estion ;

Aes"r!5e how operat!ons mana ement "an "ontr!5ute to the su""ess of an or an!sat!on us!n 6K'# as an e ample.

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5!estion 4

Relat!n to an or an!sat!on of our "ho!"e !dent!f t p!"al d!fferen"es5etween strategi( and operational de"!s!ons

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5!estion

6dent!f a produ"t/ser !"e that would t p!"all 5e produ"ed or del! eredw!th!n a


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5!estion ?

' pla!n wh the des! n of produ"ts & ser !"es and the des! n of the!rpro"esses are !nterrelated and should 5e "arr!ed out "on"urrentl .

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5!estion @

Use an or an!sat!on of our "hoos!n 5r!efl outl!ne the "osts/5enef!tsasso"!ated w!th hold!n !n entor

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5!estion

Us!n or an!sat!onal e amples of our "hoos!n $ what are some of the"onse*uen"es of under-ut!l!sat!on and 5e!n o er-stret"hed w!th respe"tto the mana ement of "apa"!t L

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5!estion 9

D# maHor respons!5!l!t for all mana ers !n the future w!ll 5e the support

of "ompan 5ased s stems des! ned to ensure the *ual!t of produ"t or ser !"esE. A!s"uss wh *ual!t has 5e"ome su"h a l! e !ssue toda L

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5!estion 10

Br!efl e pla!n the !mportan"e of "orporate so"!al respons!5!l!t $ w!thsome e amples of oluntar a"t!ons a 5us!ness "an take to address!nterests of the 5us!ness and the w!der so"!et .

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Spare page in (ase 3o! need to attempt t#e +!estion againNot to e !sed as additional spa(e or ot#er +!estions

5!estion 777

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Spare page in (ase 3o! need to attempt t#e +!estion againNot to e !sed as additional spa(e or ot#er +!estions

5!estion 777

P g 23 f 23

Documents

Sample Level 2 Operations Management Exam