opearaations planning and control mcqs
TRANSCRIPT
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
. 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
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?
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
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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
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?
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
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
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
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”
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
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
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
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
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
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
£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
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
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
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
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
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
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
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
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
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
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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?
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
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?
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
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
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 :
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
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?
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
. 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:
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:
. 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
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
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
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:
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
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
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?
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
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
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
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
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.
“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
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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
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
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
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