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Opearaations Planning and Control MCQs

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Chapter 1: Operations management Multiple-choice questions Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results. 1 . Which of the following functions is not a core function of an organisation? The marketing (including sales) function The product/service development function The accounting and finance function The operations function 2 . Most operations produce a mixture of both products and services. Which of the following businesses is closest t o producing “pure” services? Steel company IT company Counsellor/therapist A Restaurant 3 . Operations can be classified according to their volume and variety of production as well as the degree of variation and visibility. Which of the following operations would be classified as high volume, low variety? A family doctor A front office bank A fast food restaurant A carpenter 4 . Which of the following activities is not a direct responsibility of operations management? Designing the operation’s products, services and processes Developing an operations strategy for the operation Determining the exact mix of products and services that customers will want Planning and controlling the operation 5 Operations can be classified according to the degree of variation in demand and visibility of the operation as well as their volume and variety of
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Page 1: Opearaations Planning and Control MCQs

Chapter 1: Operations management

Multiple-choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

Which of the following functions is not a core function of an organisation?

The marketing (including sales) function

The product/service development function

The accounting and finance function

The operations function

2 .

Most operations produce a mixture of both products and services. Which of the following businesses is closest to producing “pure” services?

Steel company

IT company

Counsellor/therapist

A Restaurant

3 .

Operations can be classified according to their volume and variety of production as well as the degree of variation and visibility. Which of the following operations would be classified as high volume, low variety?

A family doctor

A front office bank

A fast food restaurant

A carpenter

4 .

Which of the following activities is not a direct responsibility of operations management?

Designing the operation’s products, services and processes

Developing an operations strategy for the operation

Determining the exact mix of products and services that customers will want

Planning and controlling the operation

5 Operations can be classified according to the degree of variation in demand and visibility of the operation as well as their volume and variety of

Page 2: Opearaations Planning and Control MCQs

. production. Which of the following operations would be classified as high variation and high visibility?

A family doctor

A carpenter

A front office bank

A fast food restaurant

6 .

Which of the following would not normally be considered a general characteristic of a service?

Many services involve both tangible and intangible outputs

Production and consumption can always be spatially separated

Low contact services can often be made more efficient than high contact

services

Production and sales cannot easily be separated functionally

Production and consumption are simultaneous

7 .

Which of the following would not be normally considered as a key feature of Operations Management?

World class Operations can give an organisation competitive advantage

Operations is the part of an organisation which creates wealth through the

management of the transformation process

Most new technology is implemented in Operations areas

Operations researches mathematical techniques for optimising processes

Operations is the area of a business where most people work

8 .

Which of the following is the least likely decision to be made by Operations Managers?

Deciding which market areas to manufacture products for

Designing and improving the jobs of the workforce

How to use quality techniques to reduce waste

How much capacity is required to balance demand

Selecting the location and layout of a facility

Chapter 2: The strategic role and...

Multiple-choice questions

Page 3: Opearaations Planning and Control MCQs

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

Hayes and Wheelwright developed a four stage model to evaluate the competitive role and contribution of the operations function. An operation which is broadly up with the best in the industry is said to have achieved:

Internal neutrality

Externally supportive

External neutrality

Internally supportive

2 .

There are five basic performance objectives which apply to all types of operation. They are:

Quality, speed, dependability, flexibility, cost

Quality, speed, adaptability, flexibility, cost

Quality, speed, error-free, flexibility, price

Quality, speed, dependability, flexibility, price

3 .

One of the five basic performance objectives is speed. Speed has a number of effects on the internal operation. It . . .

increases inventories and increases risk

increases inventories and reduces risk

reduces inventories and reduces risk

reduces inventories and increases risk

4 .

A company which specialises in high variety and the frequent introduction of new products/services would seek to primarily focus on which of the performance objectives?

Speed

Cost

Quality

Flexibility

5 .

An Operation that relies on repeat business would seek to primarily focus on which of the performance objectives?

Page 4: Opearaations Planning and Control MCQs

Quality

Speed

Dependability

Flexibility

6 .

According to the Hayes and Wheelwright model, the increasing strategic contributions of operations are:

Defensive / contributive / supportive / manipulative

Inwardly defensive / outwardly defensive / inwardly contributive / outwardly

contributive

Internally non-contributive / externally non-contributive / internally strategic /

externally strategic

Externally neutral / internally neutral / externally supportive / internally

supportive

Internally neutral / externally neutral / internally supportive / externally

supportive

7 .

Slack defines the Five Performance Objectives for Operations as:

Quality / speed / dependability / accessibility / cost

Transformation / quality / speed / dependability / flexibility

Quality / speed / dependability / flexibility / cost

Cost / throughput / flexibility / cost / speed

Improvement / quality / flexibility / reliability / cost

8 .

Slack describes Operations as potentially having three strategic roles within an organisation. Which one is correct?

Implementer / supplicant / follower

Decider / implementor / recipient

Follower / supporter / facilitator

Follower / supporter / driver

Implementer / supporter / driver

Chapter 3: Operations strategy

Multiple-choice questions

Page 5: Opearaations Planning and Control MCQs

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

There are four perspectives on operations strategy. The term emergent strategy is most closely associated with which perspective?

Operations resources perspective

Top-down perspective

Bottom-up perspective

Market requirements perspective

2 .

There are four perspectives on operations strategy. The term core competency is most closely associated with which perspective?

Market requirements perspective

Top-down perspective

Operations resources perspective

Bottom-up perspective

3 .

An order-winning factor could be described as:

A factor which may be of significant in other parts of the organisation

A factor which directly and significantly contribute to winning business

A factor which has to be above a particular level to be considered by the

customer

A factor which is at a higher level than the standard for the industry

4 .

In the growth stage of the product/service life cycle, the operation is likely to focus on which combination of performance objectives?

Speed, Dependability and Quality

Speed, Quality and Cost

Dependability, Quality and Cost

Speed, Dependability and Cost

5 .

A model for comparing the gap between market requirements and achieved performance is:

The Hill methodology

The Platts-Gregory procedure

Page 6: Opearaations Planning and Control MCQs

The operations strategy matrix

The Operations resources perspective

6 .

A successful Operations Strategy would often address the following issues:

Marketing Capability, Production Scheduling, Equipment Maintenance

Distinctive Capabilities, Performance Goals, Core Competencies

Sales Forecasts, Work Study, Method Study

Economic Order Quantities, Stock Replenishment, Route Planning

Joint Ventures, Technology Transfer, Measures of Performance

Chapter 4: Process design

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . The principle of the design funnel, progressively reducing the number of possibilities until the final design is reached, has its critics. Which of the following is not a criticism of the concept?

Designs start as ill-defined and vague

The process of design often involves cycling back

Managers do not start out with an infinite number of options

The number of options often increases as time goes by.

2 . The volume-variety position of an operation has implications for almost every aspect of its design activities. In a low volume, high variety operation which is the correct combination of design decisions?

Product/service standardization low, Location can be decentralised, flow

continuous

Product/service standardization high, Location can be decentralised, flow

intermittent

Product/service standardization low, Location usually centralised, flow

intermittent

Product/service standardization low, Location can be decentralised, flow

intermittent

3 . Which of the following is not an example of modularization?

Page 7: Opearaations Planning and Control MCQs

Package holidays

Education

Computers

Electricity utility

4 . Which is the correct order for process types starting with low volume/high variety and moving to high volume/low variety?

Project processes, jobbing processes, batch processes, mass processes,

continuous processes

Batch processes, project processes, jobbing processes, mass processes,

continuous processes

Project processes, batch processes, mass processes, jobbing processes,

continuous processes

Jobbing processes, batch processes, mass processes, continuous processes,

project processes

5 . Service shops are characterised as which of the following?

High-contact organisations where customers spend a considerable time in

the service process

Product orientated with little customisation

Some customer contact, a degree of customisation and some staff discretion

Many customer transactions, involving limited contact time

6 . In a jobbing process the main order winning criterion is generally:

Time

Volume

Cost

Capacity

Rate of production

Capability

7 . Which is the correct sequence in order of increasing process flexibility?

Jobbing / batch / project / continuous / line

Project / jobbing / batch / continuous / line

Jobbing / batch / project / line / continuous

Page 8: Opearaations Planning and Control MCQs

Project / jobbing / batch / line / continuous

Continuous / line / batch / jobbing / project

8 . Which is the correct sequence in order of decreasing process flexibility?

Jobbing / batch / project / continuous / line

Continuous / line / batch / jobbing / project

Project / jobbing / batch / line / continuous

Project / jobbing / batch / continuous / line

Jobbing / batch / project / line / continuous

9 . Which of the following statements is incorrect?

Design activity has the following characteristics:

Satisfies the needs of customers

Is concerned primarily with goods and services

Applies to both products and services

Is itself a transformation process

Will develop products and services which are easy to produce or deliver

10 .

Which of the following statements would generally be considered as correct?

Job shops can produce a larger range of products than project systems

Job shops normally compete by offering a lower price than their competitors

Production runs are shorter for continuous flow systems than for mass

production systems

Labour costs are higher in a Job Shop operation than in most other

processes

Batch processing produces a more standard range of products than

continuous flow processes

11 .

Characteristics of line or continuous process types usually include:

Dedicated processes

The ability to handle high variety

High capacity

Page 9: Opearaations Planning and Control MCQs

Short process times

The ability to handle high volumes

12 .

Which of the following is not a characteristic of a line process?

Processes are linear and often continuous but can be stopped

Products or services are standard and are produced in a large volume

Work is not fixed but moves through a sequence of operations

Operations and equipment are dedicated to the product

The product or service will be made to a specific customer order

13 .

Which one of the following is generally considered a characteristic of a line process?

Products or services are unique

Work is not fixed but moves through a sequence of operations

The product or service will be made to a specific customer order

Work is typically controlled by one operator who moves the work to the

processes

Customers buy the organisation’s capabilities

14 .

Which of the following is generally considered a characteristic of a project process?

Processes are linear and often continuous but can be stopped

The product or service will be made to a specific customer order

Work is not fixed but moves through a sequence of operations

Operations and equipment are dedicated to the product

Products or services are standard and are produced in a large volume

15 .

Commonly used process flow chart symbols include those for:

Responses / movements / inputs / outputs / inspection

Priority / sequences / delays / storage / operations

Operations / movements / inspection / delays / storage

Movements / operations / equipment / storage / inspection

Equipment / operations / inspection / storage / fire-fighting

Page 10: Opearaations Planning and Control MCQs

Equipment / operations / inspection / storage / insertion

Chapter 5: The design of products and...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

There are 5 main stages in design of products or services. Which is the correct sequence?

Concept generation, Screening, Preliminary design, Evaluation and

improvement. Prototyping and final design

Concept generation, Screening, Preliminary design, , Prototyping and final

design, Evaluation and improvement

Preliminary design, Screening, Concept generation, Evaluation and

improvement. Prototyping and final design

Preliminary design, Screening, concept generation, prototyping and final

design, evaluation and improvement

2 .

As part of concept generation a company may use focus groups. A focus group will typically comprise:

Staff who take apart competitors services/products and focus on how it has

been made

People identified at random by street market researchers

Contact staff in a service organisation or the salesperson in a product-

orientated organisation

7-10 participants who are unfamiliar with each other and have certain

characteristics in common that relate to the particular topic.

3 .

There are many techniques which can be used for documenting processes or blueprinting, all have two main features:

Flow process charts and the customer-processing framework

Specify the component products and services and define the processes to

create the package

Determining the overall shape of the product or service and the way in which

the product or service operates

Show the flow of materials/people/information through the operation and

identify the different activities that take place during the process

4 .

The main purpose of Taguchi methods is to:

Create a “house of quality”

Page 11: Opearaations Planning and Control MCQs

Articulate the “voice of the customer”

Test the robustness of a design

Reduce costs and prevent any unnecessary costs before producing the product

or service

5 .

Which of the following is not a factor which can significantly reduce time to market for a product or service?

An organisational structure which reflects the development project

Separation of the design of products and services from the design of the

processes which will produce them

An early resolution of design conflict and uncertainty

Simultaneous development of the various stages in the overall process

Chapter 6: Supply network design (+...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . Vertical integration is:

Reducing the number of direct suppliers

The purchase of competitor businesses

The extent to which an organisation owns the network of which it is part

Increasing the number of customers

2 . Second-tier suppliers in Company A network are:

Suppliers of “non-core” goods directly to Company A

Suppliers of goods/services to companies that, in turn, supply Company A

Stand by suppliers of goods to Company A

Suppliers of goods directly to Company A

3 . According to Lord Sieff of Marks and Spencer what are the three most important things in retailing?

Quality suppliers, quality shops and quality staff

Location, location, location

Page 12: Opearaations Planning and Control MCQs

Quality goods, keen prices and helpful staff

Customers, Staff and Quality Goods

4 . The centre-of-gravity method to find a location for a factory works by:

Locating near to a cluster of suppliers

Locating near to the main customer

Locating near to the main supplier

Locating in a place which minimizes total transport costs to and from the

location

5 . An advantage of a capacity lagging strategy is that:

Utilization of the plants is always relatively low

No ability to exploit short-term increases in demand

Over-capacity problems are minimized if forecasts are optimistic

Always sufficient capacity to meet demand

6 . Factors affecting the location decision include:

Labour costs / land availability / environmental restrictions

Sales forecasts / capacity planning / road access

Labour costs / land availability / capacity planning

Sales forecasts / road access / land cost

Land cost / skills availability / capacity planning

7 . Which of the following statements would be considered as incorrect?

The decision to locate a business in a particular place may depend on:

The most efficient arrangement of equipment within existing facilities

The cost and availability of land

The centre of gravity in relation to customers and suppliers

The availability and cost of labour

The potential for effective capacity management strategies

Personal considerations on the part of those making the decision

Page 13: Opearaations Planning and Control MCQs

8 . A demand forecast predicts:

A company’s output

A company’s material funding requirements

A company’s profitability

A company’s capacity requirements

A company’s sales

9 . Sales of computers over the last five months were January 34 / February 37 / March 28 / April 37 / May 39. What is the difference between the three-month moving average forecast for May and the actual sales?

3

4

5

6

7

10 .

Sales of radios over the last five months were January 34 / February 37 / March 28 / April 37 / May 39. What is the difference between the three-month moving average forecast for April and the actual sales?

3

4

5

6

7

11 .

Sales of A4 white paper reams for the last six months were March (250), April (280), May (290), June (270), July (250), August (230). What is the 4 month moving average forecast for September?

230

240

250

260

270

Page 14: Opearaations Planning and Control MCQs

12 .

Sales of cars in a garage over the last five months were – January 28 / February 33 / March 34 / April 34 / May 28. What is the three month moving average forecast for June?

28

29

30

31

32

13 .

Long term capacity management strategies to overcome a forecast increase in demand might involve which of the following?

Subcontracting work / hiring equipment / acquiring a similar business

Renting property / subcontracting work / hiring temporary labour

Acquiring a similar business / recruiting new permanent staff / building a

new factory

Using temporary staffing / building a factory extension / establishing a joint

venture with a similar company

Building a new factory / leasing property / working additional hours

Chapter 7: Layout and flow

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . The lay out where the equipment, machinery, plant and people move as necessary is known as:

Fixed-position layout

Cell layout

Product layout

Process layout

2 . A supermarket is usually positioned as:

Product layout

Process layout

Page 15: Opearaations Planning and Control MCQs

Fixed-position layout

Cell layout

3 . A self-service cafeteria is usually positioned as:

Process layout

Cell layout

Fixed-position layout

Product layout

4 . A process with high variety and low volume is likely to have a:

Fixed-position layout

Cell layout

Process layout

Product layout

5 . Which of the following is not an advantage of a long-thin line?

Simple materials handling

Lower capital requirements

Higher mix flexibility

Controlled flow of materials or customers

6 . Which of the following is usually considered a characteristic of a product or line layout?

Transforming resources are costly to maintain

This layout tends to be very flexible

This layout can easily handle high variety but low volume

Transforming resources move to the work

This layout can easily handle high volume but low variety

7 . A product layout:

Moves resources to the place where the operation is to be carried out

Allows a wide variety of products to be manufactured on the same

equipment

Is appropriate for low volume operations

Page 16: Opearaations Planning and Control MCQs

Groups transforming resources into dedicated cells

Involves locating the transforming resources entirely for the convenience of

the transformed resources

8 . Cell layouts typically:

Involve all the operations on a product being located adjacent to each other

Cost more to run than other types of process layout

Are dominated by the transforming resources

Are the most efficient form of process layout

Locate transforming resources entirely for the convenience of the

transformed resources

9 . Which of the following is not usually considered a characteristic of a fixed position layout?

Transforming resources are grouped in cells

Fixed position layouts are able to offer high flexibility

The recipient of the process or the work being undertaken remain in the

same place

Transforming resources often move to the work

Fixed position layouts are often used for large or delicate products or

services

10 .

A company has fixed costs of £200,000 per annum. It costs £3.50 to make each of its products. At what price would the company have to sell its products to give a break-even volume of 50,000 units?

£7.00

£7.50

£8.25

£4.50

£8.00

11 .

A company has fixed costs of £300,000 per annum. It costs £5.50 to make each of its products. At what price would the company have to sell its products to give a break-even volume of 20,000 units?

£16.00

£20.00

Page 17: Opearaations Planning and Control MCQs

£18.50

£17.25

£20.50

12 .

If the manufacturing cost of a product is $4.25, and the fixed overhead of the company is $23,000 per annum, what would the selling price have to be with a break-even volume of 14,000 units?

$5.53

$8.12

$4.89

$5.27

$5.89

13 .

A bank intends to offer its financial services via the Internet. Customers with a personal computer and modem can request a transaction at any time. The bank needs to lease the equipment needed at an annual cost of £15,000. Each transaction costs the bank £0.56p. It plans to charge customers £0.75p for each transaction regardless of size. In order for the service to break even, how many customers must access the system each year?

78,947

48,797

63,127

106,357

195,647

14 .

Some of the bank‟s staff believe that just as many customers will use the system if the transaction charge is raised to £1. At what volume would the service then break even?

12,110

24,726

31,912

34,091

236,954

Page 18: Opearaations Planning and Control MCQs

15 .

A bank intends to offer its financial services via the Internet. Customers with a personal computer and modem can request a transaction at any time. The bank needs to lease the equipment needed at an annual cost of £20,000. Each transaction costs the bank £0.32p. It plans to charge customers £0.75p for each transaction regardless of size. In order for the service to break even, how many customers must access the system each year?

46,511

38,956

123,759

96,478

69,045

16 .

Some of the bank‟s staff believe that just as many customers will use the system if the transaction charge is raised to £1. At what volume would the service then break even?

84,890

17,864

67,928

21,697

29,412

Answer choices in this exercise are randomized and will appear in a different order each time the page is loaded.

Chapter 8: Process technology

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

Flexible manufacturing systems (FMS) are reported to have a number of benefits. Which is not a reported benefit of FMS?

Lead-time and throughput time reduction

More flexible than the manufacturing systems they replace

Increased quality

Page 19: Opearaations Planning and Control MCQs

Increased utilisation

2 .

Process technologies differ in their flexibility capabilities and economics and will therefore be appropriate for different parts of the volume-variety matrix. Flexible manufacturing systems are usually:

High Variety , low volume

Mid variety, mid volume

Mid variety, high volume

Low Variety, Mid volume

3 .

Another form of Process technology are Dedicated systems. Dedicated systems are usually placed on the volume-variety matrix:

High Variety , low volume

Mid variety, high volume

Low Variety, High volume

Low variety, mid volume

4 .

What do Flexible Manufacturing systems (FMS) do?

Completely manufactures a range of components without significant human

intervention during the processing

Moves materials between operations

Moves and manipulates products, parts or tolls

Co-ordinates the whole process of manufacturing and manufactures a part,

component or product

5 .

Which materials-processing technology gives the advantage of precision, accuracy, optimum use of cutting tools which maximise their life and higher labour productivity?

Computer-integrated manufacturing (CIM)

Flexible manufacturing systems (FMS)

Industrial robots

NC (and CNC) machine tools

Chapter 9: Job design and work...

Multiple choice questions

Page 20: Opearaations Planning and Control MCQs

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . Over the years different approaches to job design have developed. Put these 4 approaches in chronological order.

Scientific Management, Division of Labour, Ergonomics, Behavioural Approach

Division of Labour, Scientific Management, Ergonomics, Behavioural Approach

Division of Labour, Scientific Management, Behavioural Approach, Ergonomics

Ergonomics, Scientific Management, Behavioural Approach, Division of Labour

2 . Frederick Winslow Taylor is best known for the introduction of which approach to job design?

Division of Labour

Behavioural Approach

Ergonomics

Scientific Management

3 . In Work Measurement terms Standard Performance is defined as:

The rate of output which qualified workers will achieve without over-exertion as

an average over a working day provided they are motivated to apply themselves to

their work

The rate of output which qualified workers will achieve as an average over a

working day provided they are motivated to apply themselves fully during the

whole day

The rate of output which average workers will achieve without over-exertion as an

average over a working day

The rate of output which trained workers will achieve as an average over a

working day provided they are motivated to apply themselves to their work

4 . Ergonomics is not concerned with which of the following aspects:

Supervisory skills

Working temperatures

Noise levels

Illumination levels

5 . In Behavioural Approaches to Job Design which approach adds greater tasks and greater control over the job?

Job rotation

Page 21: Opearaations Planning and Control MCQs

Empowerment

Job enrichment

Job enlargement

6 . The „father‟ of Scientific Management is:

Henry Ford

Henri Gantt

Frederick W. Taylor

W. Edwards Deming

Tom Peters

7 . Job Rotation:

Is a programme through which management seeks greater productivity from

workers

Involves giving employees work with a greater degree of responsibility and

autonomy

Involves allocating a wider range of similar tasks to individuals

Means that staff are moved periodically from task to task in order to increase

variety and interest

Is another term for employee empowerment

8 . Job Enlargement:

Involves giving employees work with a greater degree of responsibility and

autonomy

Involves allocating a wider range of similar tasks to individuals

Is a programme through which management seeks greater productivity from

workers

Means that staff are moved periodically from task to task in order to increase

variety and interest

Is another term for employee empowerment

9 . Job Enrichment:

Involves allocating a wider range of similar tasks to individuals

Means that staff are moved periodically from task to task in order to increase

variety and interest

Is a programme through which management seeks greater productivity from

workers

Page 22: Opearaations Planning and Control MCQs

Increases the amount of money employees are paid for completing an unit of work

Involves giving employees work with a greater degree of responsibility and

autonomy

10 .

A worker rated as 120% efficient was observed to have completed 15 cycles of a job in 20 minutes (without allowances). If an allowance of 20% is made for idle time / breakdowns etc, what is the standard production time per unit?

2.84 minutes

2.23 minutes

1.89 minutes

1.92 minutes

2.03 minutes

11 .

A worker rated as 90% efficient was observed to have completed 12 cycles of a job in 20 minutes (without allowances). If an allowance of 15% is made for idle time / breakdowns etc, what is the standard production time per unit?

1.56 minutes

1.97 minutes

1.94 minutes

2.06 minutes

1.72 minutes

12 .

A worker rated as 110 % efficient was observed to have completed 12 cycles of a job in 36 minutes (without allowances). If an allowance of 20% is made for idle time / breakdowns etc, what is the standard production time per unit?

4.45 minutes

4.30 minutes

3.96 minutes

4.52 minutes

4.02 minutes

13 .

A worker rated as 115% efficient was observed to have completed 14 cycles of a job in 20 minutes (without allowances). If an allowance of 15% is made for idle time / breakdowns etc, what is the standard production time per unit?

2.75 minutes

Page 23: Opearaations Planning and Control MCQs

1.93 minutes

1.06 minutes

2.59 minutes

3.21 minutes

14 .

Within a typical behavioural model of job design, which of the following would be considered as representing core job characteristics?

Cultural advancement / absenteeism / nationality

Quality / cost / mutuality

Vertical loading / skill variety / output

Task combination / task identity / autonomy

Task identity / task significance / autonomy

Chapter 10: The nature of planning and...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . When sequencing jobs an approach which may be used to help in a cash constrained situation is:

Last in first out (LIFO)

First in first out (FIFO)

Longest operation time first (LOT)

Shortest operation time first (SOT)

2 . Johnson‟s Rule applies to the sequencing of n jobs through two work centres. It states that:

The job with the longest processing time for the first process should be done first

and the job with the smallest processing time for the second process should be

done last

The job with the smallest processing time for the first process should be done first

and the job with the longest processing time for the second process should be done

last

The job with the longest processing time for the first process should be done first

and the job with the longest processing time for the second process should be done

last

Page 24: Opearaations Planning and Control MCQs

The job with the smallest processing time for the first process should be done first

and the job with the smallest processing time for the second process should be

done last

3 . Which of the following is not an advantage of backward scheduling?

Lower material costs – materials are not used until they have to be, therefore

delaying added value until the last minute

Less exposed to risk in case of schedule change by the customer

Tends to focus the operation on customer due dates

Flexible – the time slack in the system allows unexpected work to be loaded

4 . Which of the following operations would normally be considered the most difficult to control?

Production of electricity

Car Manufacturer

Care provision for old people

Fast food outlet

5 . Which of the following operations is more likely to be a pull rather than push operation?

A food manufacturer

A farmer

A company that builds computers to order

A brewery

6 . In order to cope with changes in demand, organisations often use some of the following techniques as a buffer around a stable core of capacity:

Inventory / short term capacity adjustments / Taguchi techniques

Short term capacity adjustments / decision trees / forward loading

Master production scheduling / inventory / order backlog

Inventory / forward loading / short term capacity adjustments

Decision trees / forward loading / inventory

7 . Which of these statements does not apply to independent demand (for a product)?

Is dependent on the demand for other related products and services

Page 25: Opearaations Planning and Control MCQs

Is often predicted on the basis of past demand

Must be forecast

is not dependent on the demand for other related products and services

Can apply equally to services

8 . Scheduling the operation:

Determines the volume that an operations system can cope with

Sequences work through a series of operations

Decides on the start and finish times for each task

Determines the priority of tasks to be performed

Assumes that capacity must be infinite

9 . The maximum output of an operations system in a given period is called the:

Capacity plan

Designed capacity

Production forecast

Master production schedule

Break-even point

10 .

Loading the operation:

Assumes that capacity must be infinite

Determines the volume that an operations system can cope with

Decides on the start and finish times for each task

Determines the priority of tasks to be performed

Determines the order in which work is to be processed

11 .

When considering control tasks, loading is associated with work volume, sequencing is associated with work priorities, and scheduling is associated with:

The order in which work is processed

Work start and finish times

The work rate from an operation or process

Work order scheduled receipts

Page 26: Opearaations Planning and Control MCQs

Work done relative to customer order delivery dates

12 .

Sequencing the operation:

Assumes that capacity must be infinite

Determines the volume that an operations system can cope with

Decides on the start and finish times for each task

Determines the order in which work is to be processed

Determines the priority of tasks to be performed

Chapter 11: Capacity planning and...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . The first steps of capacity planning and control do not include:

Choosing the most appropriate capacity plan?

Identifying the alternative capacity plans?

Measuring aggregate demand and capacity?

Studying the effect of queueing theory

2 . Which of the following alternative methods of responding to demand fluctuations is not appropriate:

Increase marketing activity and develop a chase demand plan?

Ignore the fluctuations and apply a level capacity plan?

Attempt to change demand to fit available capacity using demand management?

Adjust capacity to reflect the fluctuations through a chase demand plan?

3 . Yield management is not especially useful where:

The service/product can be stored

Capacity is relatively fixed

The service cannot be sold in advance

The market can be fairly clearly segmented

4 . Which of the following is not a measure of utilisation?

Page 27: Opearaations Planning and Control MCQs

Load factor for aircraft

Uptime in a factory

Room occupancy level in hotels

Number of hours available for production

5 . What is meant by yield management?

Expanding the operation at periods of high demand in order to yield more sales

revenue

The maximisation of profit through capacity, demand and pricing policies

Overbooking capacity to ensure that all capacity is filled at all times

Encouraging growth in demand during periods of low demand and restraining it

during periods of high demand

6 . The most favourable solution to non-uniform demand is probably to:

Use overtime or part-time workers

Hire or lay off workers as required

Employ a mixed capacity management plan

Always maintain excess capacity

Build up sufficient inventory to meet heavy demand

7 . Capacity is usually expressed in terms of:

Man-hours available without overtime

Potential output from an operations system

The design life of an operations process

The Master Production Schedule

A production forecast

8 . The maximum output of a system in a given period is called:

The designed capacity

The economic order quantity

The production efficiency

The breakeven point

The master production schedule

Page 28: Opearaations Planning and Control MCQs

9 . With a „chase demand‟ strategy, which one of these statements is correct?

Outputs are stored until required

Processes are buffered through inventory

Throughput rates respond to changes in demand

Staff turnover is likely to be high

Investment in plant and equipment will probably be low

10 .

With a „level capacity‟ plan, which one of these statements is correct?

Processing capacity will vary according to demand

Staff turnover is likely to be low

Processes are buffered through inventory

Throughput rates respond to changes in demand

Outputs are stored until required

11 .

The efficiency of an Operations system is measured in terms of its:

Actual output against effective capacity

Effective capacity against designed capacity

Designed capacity against nominal capacity

Effective capacity against scheduled throughput

Actual output against designed capacity

12 .

In an operating system, processes A / B / C have the following maximum designed capacity – A = 1600 units / B = 1550 units / C = 1800 units. If the actual measured output is 1400 units, what is the system efficiency?

95%

105%

85%

90%

75%

13 .

In an operating system, processes A / B / C have the following maximum designed capacity – A = 1700 units / B = 1650 units / C = 1800 units. If the actual measured output is 1400 units, what is the system efficiency?

Page 29: Opearaations Planning and Control MCQs

105%

85%

75%

95%

90%

14 .

Super Computers Ltd. have 10 staff who spend 40 hours per day making a total of 140 computers. By redesigning their manufacturing process, they increase output to 160 per day. What is the increase in productivity?

10.87%

8.26%

20.0%

14.29%

12.50%

15 .

Expert Electronics Ltd. have 5 staff who spend 40 hours per day making 150 computers. By redesigning their manufacturing process, they increase output to 160 per day. What is the increase in productivity?

6.06%

5.97%

7.77%

6.66%

4.34%

16 .

The following figures were reported at a management meeting for the kitchen facility of a restaurant – actual output was 62 hours, design capacity is 150 hours, and the effective capacity was 120 hours. What are respectively the kitchen facility‟s utilisation and efficiency?

0.54 & 0.68

0.48 & 0.63

0.41 & 0.52

0.38 & 0.41

0.63 & 0.57

Page 30: Opearaations Planning and Control MCQs

17 .

Measurement has revealed the following information on an operations system. Design capacity was 84 units per hour, planned losses were 12 units per hour, and actual output was 65 units per hour. What were the utilisation and efficiency of the operation respectively?

54% & 92%

68% & 83%

77% & 84%

78% & 90%

77% & 90%

Chapter 12: Inventory planning and...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . Buffer inventory is required as:

Compensation for the uncertainties inherent in supply and demand

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 differences in the timing of supply and demand

2 . Cycle inventory is required as:

Compensation for differences in the timing of supply and demand

Material cannot be transported instantaneously between the point of supply

and the point of demand

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

simultaneously

Compensation for the uncertainties inherent in supply and demand

3 . The EOQ formula has been criticised in a number of areas. Which of the following is not an area of common criticism?

The use of the models as prescriptive devices

Small errors in estimating will not result in a significant deviation from the

EOQ

The assumptions included in the models

Page 31: Opearaations Planning and Control MCQs

The real costs of stock in operations

4 . What is a two-bin system?

A system in which suppliers deliver two bins at a time

A system in which orders are placed when only one complete bin of stock is

remaining

A system in which everything is split between two storage bins

A system in which two full bins of an item are always held in stock

5 . Under the ABC system of inventory priorities a Class A item is:

The 80% of high-value items that account for around 80% the total stock

value

The 20% of high-value items that account for around 80% the total stock

value

The 20% of high-value items that account for around 20% the total stock

value

The 80% of high-value items that account for around 20% the total stock

value

6 . Order-point or re-order level inventory control is used for:

Production scheduling

Control of dependent demand inventory items

Inventory quality control

Control of independent demand inventory items

Monitoring the workings of a MRP system

7 . Which of these statements is correct?

The Economic Order Quantity (EOQ):

Will depend on how many related parts are required in the same period

Determines the lowest order quantity by balancing the cost of ordering

against the cost of holding stock

Is used to calculate how much safety stock should be carried

Should be calculated once a year

Is a formula that calculates a realistic purchase price for an item

8 . One of the underlying assumptions of the EOQ model is that :

Page 32: Opearaations Planning and Control MCQs

The purchase price per unit varies with the quantity ordered

A doubling of demand requires a doubling of the order quantity

Replenishment is non-instantaneous

Demand is unstable and unpredictable

There is a point where stockholding costs are equal to ordering costs

9 . Which would be the most appropriate method of controlling stock in a retail shop?

Order Point

Periodic Review

Just-in-Time

Two-Bin System

Materials Requirements Planning

10 .

Which would be the most appropriate method of controlling stock in a hotel bar?

Order Point

Periodic Review

Two-Bin System

Poke-Yoka

Materials Requirements Planning

Just-in-Time

11 .

Periodic review means:

Ordering inventory at a predetermined re-order level

Ordering inventory to supplier call-offs on an as required basis

Ordering inventory when it falls below the designated safety stock level

Ordering inventory in consultation with suppliers relative to their available

capacity

Ordering inventory at a fixed and regular time interval

Chapter 13: Supply chain planning and...

Multiple choice questions

Page 33: Opearaations Planning and Control MCQs

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . Single-sourcing has a number of advantages, which is not an advantage of single sourcing:

Better communication

Wide sources of knowledge and expertise to tap

Dependency encourages more commitment and effort

Durable relationships with individual suppliers

2 . Single-sourcing does NOT encourage which of the following outcomes:

Contracts are easier to break off

More economies of scale are possible

Cooperation on new products and services is also easier

Greater confidentiality is possible

3 . Which of the following is not a disadvantages of single-sourcing?

The supplier might force up prices if no alternative source is available?

The buyer's firm is more vulnerable to disruption if a supply failure occurs?

A single supplier is more affected by fluctuations in volume?

Less easy to develop effective SQA

4 . Disadvantages of multi-sourcing do not include:

Suppliers are likely to form a cartel and drive up prices?

More vulnerable to disruption if a failure to supply occurs

Difficulties in encouraging commitment by all suppliers?

Developing supplier quality assurance standards is less easy?

5 . Multiple-sourcing has a number of advantages, which of the following is not an advantage?

More scale economies

A wider source of knowledge and expertise is available?

The purchaser can drive down prices through competitive tendering?

Page 34: Opearaations Planning and Control MCQs

Sources can be switched in case of supplier failure?

6 . Which of the following describes the situation where the buyer makes proportional payments in advance, usually as part of a capital contract?

Unliquidated damages

Stage payment

Performance bond

Retention

Retainer

7 . Which of the following must be present for a valid contract to be in place?

Aggregation

Assertion

Agreement

Approval

Affirmation

8 . When considering negotiation objectives, the acronym LIM stands for which types of objectives?

Like / Intend / Must

Least / Intend / Must

Least / Internal / Major

Like / Intend / Most

Least / Important / Most

9 . The Negotiating Styles Model allows a negotiator to recognise his or her natural negotiating style. Which of the following pairs are recognised styles?

Defeat / Differentiate

Differentiate / Appease

Compromise / Annoy

Accommodate / Compromise

Withdraw / Defend

10 The Procurement Positioning Model is used to classify purchases in terms of

Page 35: Opearaations Planning and Control MCQs

. risk and opportunities for cost saving. By decreasing importance to the organisation the four categories used in the model are:

Strategic / Critical / Leverage / Routine

Strategic / Leverage / Critical / Routine

Required / Significant / Major / Strategic

Critical / Leverage / Necessary / Routine

Routine / Leverage / Criticality / Strategic

11 .

The fallback position in a negotiation (the point beyond which non-agreement is likely) is sometimes known by the acronym:

BANTA

AMBA

BANDA

TANDA

BATNA

12 .

What is the achievement of an equivalent financial saving or benefit that is not based on a movement in unit price?

Best value

Total Acquisition Cost

Warranty value

Added value

Cost improvement

13 .

If the market price of an item has moved from £45 to £48, but you continue to buy items at £45, which of the following has occurred?

A price decrease of £3 has occurred

A price flexing of £3 has occurred

An opportunity cost of £3 has occurred

A price avoidance of £3 has occurred

A price negation of £3 has occurred

14 .

The technique used to measure supplier performance over a period of time is usually known as:

Page 36: Opearaations Planning and Control MCQs

Pareto Analysis

Supplier Appraisal

Manufacturing Resources Planning

Vendor Rating

Vendor Managed Inventory

15 .

Which of the following pricing policies known might a supplier adopt in order to reduce its sales?

A market saturation policy

A profit maximisation policy

A full cost absorption policy

A market forces analysis policy

A market penetration policy

Chapter 14: Enterprise resource...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results..

1 .

MRP stands for:

Master Resources Production

Management Reaction Planning

Manufacturing Resource Planning

Materials Requirements Planning

2 .

MPS stands for:

Master Planning System

Master Production Schedule

Material Planning System

Material Production Schedule

3

Closed Loop MRP means:

Page 37: Opearaations Planning and Control MCQs

. Actual sales are netted off the forecasts in the MPS

Actual inventory is counted regularly and adjustment made to the inventory

records

Unused materials are returned to stores and recorded back into the system

Capacity and resource planning is included in the MRP logic

4 .

Optimized production technology (OPT) is a computer-based technique and tool which helps to schedule production systems. Which of the following are not principles of OPT?

Balance flow is what is required

Capacity is “king”

Process batch should be variable

Bottlenecks govern throughput

5 .

Enterprise Resource Planning (ERP) has been criticised on a number of grounds. Which of the following is not a common criticism of ERP?

It doesn’t allow decisions and databases from all parts of the organisation to be

integrated

It can have a disruptive effect on the organisation’s operations

Implementation is expensive

The effect it has on businesses is disappointing

6 .

In MRP (Materials Requirements Planning) the Bill of Materials is:

The difference between planned receipts and current stocks

A list of required safety stock items

The product structure showing where common parts are used

The required output from a process over time

The sum of stock-on-hand and work-in-progress

7 .

The outputs of a MRP II system are:

Capacity requirement plans / stock quantities / stock locations

Material Requirement Plans / scheduled purchase orders / capacity requirement

plans

Stock quantities / Bills of Materials / Master Production Schedule

Master Production Schedule / capacity requirement plans / stock locations

Page 38: Opearaations Planning and Control MCQs

Sales order priorities / Bills of Materials / Material Requirement Plans

8 .

Three inputs for every MRP system are:

Stock on hand, Master Production Schedule, Bill of Materials

Average replenishment time, re-order point, economic order quantity

Bill of Materials, sales forecast, sales history

Master Production Schedule, Bill of Materials, sales forecast

Sales forecast, delivery costs, capacity plan

9 .

Complete the MRP spreadsheet below for a component which is ordered in varying quantities over weeks 1 – 7. Which answer correctly gives the X‟s?

6 / 43 / 31 / 51 / 64 / 54 / 59

6 / 19 / 7 / 37 / 50 / 40 / 45

6 / 19 / 7 / 27 / 40 / 30 / 35

30 / 33 / 21 / 41 / 54 / 44 / 49

30 / 17 / 5 / 25 / 38 / 28 / 33

10 .

Complete the MRP spreadsheet below for a component which is ordered in varying quantities over weeks 1 – 7. Which answer correctly gives the X‟s?

36 / 49 / 33 / 43 / 56 / 46 / 51

Page 39: Opearaations Planning and Control MCQs

12 / 25 / 19 / 9 / 22 / 32 / 27

12 / 25 / 9 / 19 / 32 / 22 / 27

12 / 25 / 19 / 9 / 32 / 22 / 27

36 / 13 / 29 / 19 / 6 / 16 / 11

11 .

Complete the MRP spreadsheet below for a component which is ordered in varying quantities over weeks 1 – 7. Which answer correctly gives the X‟s?

15 / 26 / 16 / 36 / 41 / 31 / 46

5 / 18 / 28 / 46 / 51 / 41 / 36

5 / 15 / 10 / 21 / 26 / 16 / 31

15 / 22 / 36 / 26 / 31 / 21 26

5 / 18 / 8 / 26 / 31 / 21 / 26

12 .

Complete the MRP spreadsheet below for a component which is ordered in varying quantities over weeks 1 – 7. Which answer correctly gives the X‟s?

17 / 22 / 32 / 52 / 47 / 37 / 32

7 / 17 / 27 / 47 / 22 / 12 / 17

7 / 17 / 7 / 27 / 32 / 22 / 27

7 / 37 / 57 / 37 / 12 / 22 / 17

Page 40: Opearaations Planning and Control MCQs

17 / 27 / 17 / 37 / 12 / 2 / 7

Chapter 15: Lean operations and...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results..

1 .

Just-in-time (JIT) does NOT include which one of the following?

Batch sizes of one

Fast-throughout manufacturing

High inventory production

Lean manufacturing

2 .

Basic just-in-time techniques do NOT include:

Line-stop authority

Quality of working life (QWL)

Market research

Flexibility

3 .

Visibility measures used in just-in-time (JIT) would NOT include:

Visual control items such as kanban

Displays showing improvement techniques and checklists

Samples of competitor's products, including good and defective items

Hidden TV cameras to monitor individual staff at work

4 .

Levelled scheduling (heijunka) is the Japanese derived term for levelling the production schedule so that:

Volume and yield are even over time

Mix and quality level are even over time

Mix and yield level are even over time

Mix and volume level are even over time

5 .

Just-in-time (JIT) does not require:

Page 41: Opearaations Planning and Control MCQs

Dependable supply parts and reliable equipment

Focus on high capacity utilisation

No disruption in production due to quality errors

Customer demands met from production not inventory

6 .

Which of the following statements about Just-in-Time is correct?

JIT is essential for a company involved in project work

JIT pushes inventory through the operations process

JIT will overcome poor component manufacture

JIT is only useful in a high product variety environment

JIT seeks to reduce inventory in an effort to reduce waste

7 .

Just-in-Time production implies:

A wide range of suppliers will be needed to meet increased demand

That increased complexity means that processes must be controlled using

computer based production systems

An increase in total inventory to cater for the likelihood of more frequent stock-

outs

Large batches of similar products will need to be manufactured to increase

efficiency

That products will be pulled through the operations system to meet customer

demand

8 .

Which one of the following would not be considered a pre-requisite for successful Just-in-Time production?

Sophisticated production and materials planning computer systems

Relative stability of demand

Low variety of product range

Preventive maintenance of equipment

Reliable deliveries of defect-free materials

9 .

Which one of the following would be considered a pre-requisite for successful Just-in-Time production?

The preparation of a Master Production Schedule

High variety of product range

Page 42: Opearaations Planning and Control MCQs

Preventive maintenance of equipment

Suppliers in multiple locations

Sophisticated production and materials planning computer systems

Chapter 16: Project planning and control

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 . Which of the following elements is not normally common in projects?

Uncertainty

No defined end point

An objective

Uniqueness

2 . Successful project management does NOT include which of the following factors?

Competent team members

Control mechanisms

Responsiveness to clients

Interchangable staff

3 . Which is the first stage in the project management model?

Project planning

Project definition

Understanding the project environment

Project control

4 . A clear hierarchy of objectives in the project definition would not normally contain:

The purpose

Desired end result

Control mechanisms

Page 43: Opearaations Planning and Control MCQs

Success criteria

5 . A critical path network diagram does not:

Help determine the amount of float

Identify the particularly important activities

Calculate earned-value

Calculate the duration of the whole project

6 . What is the critical path through the following network?

ABDEF

ABGHIF & ABDEF

ABGHIF

ABCF

ABCEF

7 . What would be the critical path if the duration of activity C increased to 10?

ABDEF

ABGHIF

ABCF

ABGHIF & ABDEF

ABCEF

8 . What is the critical path through the following network?

Page 44: Opearaations Planning and Control MCQs

ABGHIF

ABCEF

ABCF

ABGHIF & ABDEF

ABDEF

9 . What would be the critical path if the duration of activity C decreased to 6?

ABGHIF & ABDEF

ABCEF

ABGHIF

ABCF

ABDEF

10 .

Which of the following are features of Belbin‟s „resource investigator‟ role?

Sober, unemotional and prudent

Extroverted, enthusiastic and communicative

Unorthodox, discerning, single-minded

Calm, self confident and controlled

Painstaking, orderly and conscientious

11 .

Which of the following are features of Belbin‟s „coordinator‟ role?

Mature, confident, delegates

Sober, unemotional and prudent

Calm, self confident and controlled

Page 45: Opearaations Planning and Control MCQs

Unorthodox, discerning, single-minded

Extroverted, enthusiastic and communicative

Chapter 17: Quality planning and control

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

Professor David Garvin categorized quality into 5 different approaches: the transcendent, the manufacturing-based, the user based, the product based and the value based. Making sure a product or service is "fit for its purpose" is which kind of approach?

User-based

Product based

Transcendent

Manufacturing-based

2 .

The Operations view of Quality is "Quality is consistent conformance to customers' expectations". By this it is meant that:

There are clear specifications consistently met which provide customers with

what they would realistically believe they should receive

The product must be right every time irrespective of cost to the operation

The product will be seen as synonymous with innate excellence

Anything the customer wants and desires should be provided by the

organization

3 .

Using Statistical Process Charts (SPC) on a process in control, what is the number of parts that will fall outside +/- 3 standard deviations of the mean?

45 per thousand

3 per thousand

0

63 per million

4 .

The various definitions of quality do NOT include:

The value-based approach

Page 46: Opearaations Planning and Control MCQs

The manufacturing-based approach

The minimum specification approach

The transcendent approach

5 .

Quality control charts does not need to be investigated when:

Four consecutive points appear one side of the centre line

Two consecutive points are near the control limits

An apparent trend occurs in one direction

Suspiciously 'average' behaviour occurs

6 .

If a sample of parts is measured and the average of the sample measurements is in the middle of the tolerance limit, but some parts measure too low and other parts measure too high:

The process is in control, and no further action need be taken

The process is out of control

The process is in control but not capable of producing within the established

limits

The process is in control, with only natural causes of variation

The process is neither capable, nor in control

7 .

Which of the following statements is correct?

Inspection provides the management information necessary to improve

processes

Inspection determines the root cause of product failures

Inspection always ensures that customers will be satisfied with goods and

services

Inspection is the most cost effective way of ensuring quality

Inspection separates acceptable from unacceptable products

8 .

Statistical Process Control is concerned with:

Identifying the security needs of an Operations system

Determining the efficiency of an operations system

Measuring and controlling process variations

Inspecting goods before despatch

Page 47: Opearaations Planning and Control MCQs

Measuring the amount of re-work required to rectify faulty goods

9 .

Among the „Ten Determinants for Service Quality‟ (Berry et al, 1985) are:

Courtesy and Comprehensiveness

Reliability and Reputation

Specification and Security

Uniqueness and Universality

Reliability and Responsiveness

Chapter 18: Operations improvement

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results..

1 .

The many types of benchmarking do not include:

Purchaser-pays benchmarking

Competitive benchmarking

Performance benchmarking

Internal benchmarking

2 .

The principles of the business process re-engineering (BPR) approach do NOT include:

Scrapping any process line over two years old and starting again from scratch

Striving for improvements in performance by radical rethinking and redesigning

the process

Checking that all internal customers act as their own suppliers to identify

problems

Rethinking business processes cross-functionally to organize work around

natural information flows

3 .

Qualifying competitive factors are those which:

Directly win business for the operation

Are relatively unimportant compared with the others

Need to be better than a good industry standard

Page 48: Opearaations Planning and Control MCQs

May not win extra business if the operation improves its performance but can

certainly lose business if performance falls below a particular point

4 .

An input-output analysis does not include the following step:

Identify the source of inputs

Clarify the requirements of internal customers served by the process outputs

Identify connections between the two sets of data

Identify the destination of outputs

5 .

Cause-effect, or fish-bone, diagrams cluster problems into categories. Which of the following is not normally used as a category:

Methods

Markets

Manpower

Materials

6 .

Cause and Effect Diagrams are also known as:

Taguchi diagrams

Fishbone Diagrams

Quality Loss Charts

Quality Function Deployment Models

Target Specification Graphs

Chapter 19: Failure prevention and...

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

1 .

The “bath-tub” curve indicates failure probability. Which stage is not normally associated with the Bath-tub curve?

“Pulling the plug” where production is halted due to unacceptable level of

failures

“Iinfant-mortality” where failures occur early

“Wear-out” where failure increases due to age.

Page 49: Opearaations Planning and Control MCQs

“Normal-life” where few failures occur

2 .

Failure mode and effect analysis (FMEA) provides a checklist procedure. Which of the following questions is not likely to feature on the checklist?

What would the consequences of the failure be

What is the likelihood that failure will occur

What would be the cost of avoiding failure be

How likely is such a failure to be detected before it affects the customer

3 .

The Japanese-inspired concept of fail-safeing (poka-yoke) seeks to prevent human mistakes. Which of the following are not examples of poka-yoke?

Gauges through which parts must pass on a machine

Digital counters on machines to ensure all parts are completed

Sampling and checking work in a thorough manner

Light beams which activate alarms if errors occur

4 .

The reliability of an operation is normally NOT improved by one of the following procedures:

Ensuring some activities in the operation 'fail-safe'

Laying-off employees who cause faults in the operation

Designing out fail points in the operation

Building redundancy into the operation

5 .

Total productive maintenance (TPM) has 5 goals. Which of the following is not a goal of TPM?

Achieve autonomous maintenance

Focus preventative maintenance when failure is most likely to occur

Improve equipment effectiveness

Train all staff in relevant maintenance

Chapter 20: Total quality management

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results.

Page 50: Opearaations Planning and Control MCQs

1 . The concept of total quality control, i.e. that quality must be attended to at all stages of the industrial cycle and throughout the organization, is the creation of which of the following pioneers?

W Edwards Deming

Genichi Taguchi

Joseph M Juran

Armand Feigenbaum

2 . The so-called 'Quality Gurus' of total quality management (TQM) do NOT include one of the following:

Bill Cosby

Joseph M Juran

W Edwards Deming

Kaoru Ishikawa

3 . The specific concerns of total quality management (TQM) include a number of aspects. Which is not normally associated with TQM?

Meeting the needs and expectations of customers

Inclusion of every person in the organization

Primarily a “worker” rather than a management activity

Covering all parts of the organization

4 . The preferred method for achieving total quality in process output is:

Build and install an error-proof process and maintain it

Rely on operator self-inspection and self-correction

Perform inspection at the next process

Rely on a team of highly trained and dedicated inspectors

5 . Total quality management (TQM) programmes are more likely to remain effective if a number of prescriptions are followed. Which of the following prescriptions should not be followed?

Slogans and exhortations about TQM's effectiveness are avoided

Quality improvement relates to operation's performance objectives

TQM does not become a separate 'bolt-on' set of activities

Page 51: Opearaations Planning and Control MCQs

TQM should become a substitute for normal managerial leadership

6 . Which of the following would not normally be considered as a „costs of quality‟?

Internal failure costs

Inspection costs

Research and development costs

Warranty costs

Prevention costs

Marketing costs

7 . Which one of the following would normally be considered as one of the „costs of quality‟?

Internal failure costs

Marketing costs

Distribution costs

Research and development costs

Stockholding costs

8 . Which one of the following would normally be considered as one of the „costs of quality‟?

Marketing costs

Overhead costs

Transaction costs

Appraisal costs

Transport costs

9 . Which one of the following would normally be considered as one of the „costs of quality‟?

The Economic Order Quantity

Performance related pay

Purchase order discounts

Appraisal costs

Page 52: Opearaations Planning and Control MCQs

Relocation costs

10 .

Which of the following would most commentators not regard as a „quality guru‟?

Arnaud Feigenbaum

Charles Handy

Genichi Taguchi

W.E. Deming

FW Taylor

Philip Crosby

Joseph Juran

11 .

Which of the following would most commentators regard as one of the „quality gurus‟?

Joseph Juran

Henri Gantt

Terry Hill

Charles Handy

Joe Pine

Chapter 21: The operations challenge

Multiple choice questions

Try the following questions to test your knowledge of this chapter. After you have answered the questions, click on 'Submit Answers for Grading' to get your results..

1 .

Formally reporting their environmental performance is good for companies for a number of reasons. Which of the following is not a good reason for environmental reporting?

It makes the company more attractive to customers and investors

It gives them some really good publicity

It reduces the chances of damaging the environment and helps to

build process knowledge

It can attract talented staff

Page 53: Opearaations Planning and Control MCQs

2 .

Tacit knowledge is knowledge that:

Can be codified

Can be explained verbally

Includes skill, intuition and experience

Can be written down

3 .

Making tacit knowledge explicit can be done by:

Refining knowledge through using it

Learning from experience

Formally combining the results of analysis

Articulating experience into rules

4 .

In knowledge management terms, information is:

Interpreted through a process using values

Data which has been analysed in terms of its context

Objective facts independent of any context

Interpreted through a process using judgement

5 .

Which country has the largest ecological footprint?

China

India

USA

Netherlands


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