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NEW QUESTION # 51
Under what circumstances would an 'intermittent operations' process be the most suitable?
- A. an organisation with low numbers of manufacturing staff
- B. where quality assurance must be carried out regularly
- C. many different items are produced in low quantities
- D. in high value, high volume production
Answer: C
Explanation:
1 is the correct answer. Intermittent operations is when you have different products that require different product arrangements. For example when you produce several items in small batches and need to change the configuration of the machines regularly. A factory that makes boxes of chocolates will use intermittent operations as they'll produce 12 different types of chocolate to go into the boxes- they'll need to stop operations after each type is made, to then set up to make the next type. This is the opposite of continuous production, where you make one product continuously (e.g. tins of tomatoes). This is from p.13. Option 2 is incorrect as quality assurance wouldn't stop production. Option 3 is incorrect as you can have a few staff doing continuous operations. Option 4 is incorrect as a high volume would indicate this is continuous production rather than intermittent. See p.13.
NEW QUESTION # 52
A bread factory is introducing a 'Poka yolk' methodology to reduce defects. What will be the focus of this?
- A. machinery- ensuring there is little to no downtime in machinery use
- B. inputs such as the quality of raw materials
- C. staff- the reduction of human error
- D. outputs- which will be measured against strict criteria
Answer: C
Explanation:
Poka Yolk is about reducing human / user errors. This is from p.134
NEW QUESTION # 53
There are four manufacturing companies located on Seashell Industrial Estate. Each company creates a different product and employs a different maintenance approach to its operations. For each company, select the corresponding maintenance approach and the key operating process characteristic.
Company 1: This company creates craft beer and offers customers a tour of the brewery for a small charge. The brewing equipment is serviced monthly and the brewery is kept extremely clean. All equipment is labelled with the last service date.
Company 2: This company produces seasonal items such as Easter Eggs and Christmas Cake. The equipment has a control panel where lights will flash red advising staff to check oil levels and components. Staff can then report issues to the maintenance team if remedial work is required. Product demand fluctuates throughout the year.
Company 3: This equipment does not often break down and is only fixed when it is reported by staff as no longer working. Company 3 creates toys, providing a large range of product sizes and colours based on different customer requirements.
Company 4: Parts of the machine are serviced quarterly but in general, the machine is left to run its course and is then replaced when it is no longer financially viable to fix. The company produces cereal and the operating process is focused on the quantity produced and therefore uses standardised processes.
Complete the table below by listing the maintenance approach and operating process characteristic for each company. Each response should only be used once: preventative maintenance, run to breakdown maintenance, condition-based maintenance, mixed maintenance, volume, visibility, variation, variety
Which of the following will you put into box 5?
- A. variation
- B. volume
- C. visibility
- D. variety
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 54
In what circumstances would an organisation use a Fishbone diagram?
- A. to demonstrate a pattern has occurred
- B. to find the cause of an issue
- C. to depict changes in quality
- D. to visually represent links between activities
Answer: B
Explanation:
A fishbone diagram is used to map causes and effects. Therefore option 2 is correct. It's also known as a 'Cause and Effect Diagram' or an 'Ishikawa Diagram'. You can find an example of one on p.129
NEW QUESTION # 55
According to the Taguchi Loss Function there are two types of costs incurred when there is an issue with quality. What are these?
- A. social costs and environmental costs
- B. private costs and public costs
- C. private costs and social costs
- D. financial costs and reputational costs
Answer: C
Explanation:
The correct answer is private costs and social costs. Private costs include internal costs to the business (such as downtime, loss of staff/ money etc) and social costs affect the community and environment. P.133
NEW QUESTION # 56
Bilal is an Operations Manager at an apple pie manufacturer and is currently undertaking an Aggregate Capacity Analysis.
What is the purpose of this?
- A. It will help Bilal assess if he is working within the allocated budget
- B. It will help Bilal decide if he needs to hire more workers in the short term to ensure the factory produces enough apple pies to meet demand
- C. It will give Bilal an overall evaluation of the company's ability to meet demand fluctuations
- D. It will tell Bilal if he has the correct number of apples he needs to produce the desired number of apple pies
Answer: C
Explanation:
4 is the correct answer. Aggregate Capacity Analysis looks as medium-term capacity to see whether supply can match demand. This is from p.23. Aggregate means 'from a group or cluster' and therefore requires quite a few bits of data. For this reason option 1 is incorrect as this describes a very short term look at capacity analysis.
NEW QUESTION # 57
There are four manufacturing companies located on Seashell Industrial Estate. Each company creates a different product and employs a different maintenance approach to its operations. For each company, select the corresponding maintenance approach and the key operating process characteristic.
Company 1: This company creates craft beer and offers customers a tour of the brewery for a small charge. The brewing equipment is serviced monthly and the brewery is kept extremely clean. All equipment is labelled with the last service date.
Company 2: This company produces seasonal items such as Easter Eggs and Christmas Cake. The equipment has a control panel where lights will flash red advising staff to check oil levels and components. Staff can then report issues to the maintenance team if remedial work is required. Product demand fluctuates throughout the year.
Company 3: This equipment does not often break down and is only fixed when it is reported by staff as no longer working. Company 3 creates toys, providing a large range of product sizes and colours based on different customer requirements.
Company 4: Parts of the machine are serviced quarterly but in general, the machine is left to run its course and is then replaced when it is no longer financially viable to fix. The company produces cereal and the operating process is focused on the quantity produced and therefore uses standardised processes.
Complete the table below by listing the maintenance approach and operating process characteristic for each company. Each response should only be used once: preventative maintenance, run to breakdown maintenance, condition-based maintenance, mixed maintenance, volume, visibility, variation, variety
Which of the following will you put into box 1?
- A. mixed maintenance
- B. run-to-breakdown maintenance
- C. preventative maintenance
- D. condition-based maintenance
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 58
In order to keep processing costs down, which of the following should a company opt for in terms of operating processes?
- A. high volume, low variety
- B. low volume, high variety
- C. high variation, low visibility
- D. low variation, high visibility
Answer: A
Explanation:
2 is the correct response. This is the only response where both characteristics given keeps costs down. High volume means a lower unit cost and higher profits. Low variety keeps costs down as you don't need to produce many different products. In the other three options high variety, high variation and high visibility all lead to increased costs. P. 50
NEW QUESTION # 59
George has recently been hired as the new Operations Manager at a cake factory. He has 10 years; experience but his most recent employment was as an Operations Manager in an accountancy firm. George believes that the skills and responsibilities of an Operations Manager is the same regardless of the organisation he works for. Which of the following would be one of these responsibilities? Select TWO
- A. manage a team
- B. create competitive advantage
- C. keep customers happy
- D. increase profit
Answer: B,C
Explanation:
The correct answer is keep customers happy and create competitive advantage. This is from p.4 of the study guide. The key in this question is that you're looking for a universal responsibility for an Operations Manager- something that doesn't depend on the organisation. For this reason increase profits and managing a team are incorrect. Not every Ops Manager will be tasked to increase profits and not every Ops Manager will have direct line management responsibilities. The study guide states 'their key role is to guarantee that available resources and efficiently used in order to create competitive advantage for the organisation and keep customers satisfied'.
NEW QUESTION # 60
Below are details of 4 local manufacturing companies. For each company you must decide what the main objective is for the organisation and what layout their manufacturing plant has. Company 1: This company creates large, delicate products which are hard to move. The main aim of the company is to stand out from competitors due to the superior level of materials used and by using the latest forms of technology to create the items.
Company 2: This company produces 72 different items and has designated zones within its premises for the creation of each item. The zones are organised based on the technology used and some products may be passed between different zones to be completed. The company creates many different items in response to changing customer demands, with many product lines only lasting a single season.
Company 3: Company 3 creates one product which flows along a single production line, with staff members adding to the product on four different occasions. The company must produce a high volume of this singular product in order to break even. Therefore, there is always a steady flow of items through the plant and it is important there is no stoppage in production.
Company 4: This company produces small batches of products, as and when they are ordered by customers. Due to uncertainty in demand, a high profit margin is added to the cost of each item. Teams in the factory are grouped into different areas depending on the technological process they are using.
Complete the table below by listing the objective criteria and plant layout for each company. Each response should only be used once: flexibility, speed, quality, cost, functional layout, cell layout, product layout, fixed-position layout
Which of the following will you put into box 1?
- A. flexibility
- B. quality
- C. cost
- D. speed
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 61
Below are details of five companies who operate a Total Quality Management System (TQM). For each company, select the system used and identify which area of the Balanced Scorecard this relates to.
Company 1: The focus of this company is to gather real-time data to assess the quality of products created during the manufacturing process. There are tight budgets and reworking any defects will affect the bottom line.
Company 2: This company is concerned about how their products are received. They have recently completed market research focused on their client's feelings. The objective is now to improve the product's look and performance to meet these expectations.
Company 3: The focus of this company is defining the customer requirements and translating this into a high-quality specification and effective operational process.
Company 4: Within this company there is a group of 6 employees who meet regularly with the objective of reducing issues that arise in the manufacturing of products.
Complete the table below by listing the TQM System used and the relevant Balanced Scorecard criteria for each company. Each response should only be used once: Quality Circle, Statistical Process Control, Kansei Engineering, Quality Function Deployment, Finance Criteria, Business Process Criteria, Learning and Growth Criteria, Customer Criteria.
Which of the following will you put into box 2?
- A. kansei engineering
- B. quality circle
- C. statistical process control
- D. quality function deployment
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 62
Operations Management is concerned with the management of resources in the production of tangible goods. Is this TRUE?
- A. yes- operations management is ensuring a company has the correct resources to create goods
- B. no - operations management can also be concerned with the creation of intangible goods
- C. yes- operations management ensures there are sufficient goods produced to meet customer demand
- D. no- operations management is concerned with ensuring the organisation is profitable
Answer: B
Explanation:
you can't touch or hold), also requires operations management. P.2
NEW QUESTION # 63
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?
- A. yes- Kaizen uses a cross-functional team to implement
- B. no- Business Process Re-engineering is a slow process that involves all members of the team
- C. no- Business Process Re-Engineering is usually more expensive as a Consultant is often hired
- D. yes- Kaizen involves changing an entire process
Answer: C
Explanation:
Firstly, the sentence is False- BPR is more expensive than Kaizen- so discount options 1 and 2. Between 3 and 4, 4 is incorrect as BPR is quick and doesn't involve everyone. Kaizen is slow and involves everyone. Differences between BPR and Kaizen are on p.90 of the study guide.
NEW QUESTION # 64
When processing low volumes of a product, specialisation is high and it is therefore possible to create products at a lower unit cost. Is this TRUE?
- A. yes- staff gain specialities when there is less products to create
- B. no- the volume of products created does not impact upon unit costs as these are fixed in advance
- C. yes- when producing low volumes of a product, cost savings can be transferred to the customer
- D. no- creating products in low volumes often leads to a higher unit cost
Answer: D
Explanation:
3 is the correct answer. Firstly we look at if the sentence is true or not. It is not- so we can discount options 1 and 2. The study guide states that low volume = less specialisation and higher unit costs. It gives the example of McDonaldsbecause of the high volume of meals they produce, they have Standard Operating Procedures and staff specialising in different areas of the kitchen to ensure efficiency (one person takes the order, another person fries the burger, another makes the drinks). The higher the volume of items produced, the lower the unit cost is. This means that Option 4 is therefore incorrect.
NEW QUESTION # 65
Little Joy Ltd is a large company with several functional departments. Below are details of four departments. For each, you must decide which functional area of the business the department is, as well as the SERVQUAL Gap that each Department Lead is concerned with.
Department 1: This department is concerned with the creation of products. The products are created in line with BS EN 716-1 and undergo vigorous tests before they leave the factory. Many customers are unaware of the additional costs of testing to BS EN 716-1 and complain about the price of this product line.
Department 2: Other departments of the business are internal customers of this functional area and approach the Department Lead when they require something to be bought. Often the internal customers have unrealistic expectations of the timescales involved in the process and the Department Lead spends a lot of time explaining lead times and logistics.
Department 3: This functional area creates the budgets for the company and emails these to the Department Leads at the beginning of every quarter. Due to the complexity of the documents, other functional areas of the business often don't understand the information provided.
Department 4: This area of the business is concerned with revenue, which has recently slumped. The Department Lead is conducting market surveys to find out the reason for this.
Complete the table below by listing the Functional Area of the business, and the corresponding SERVQUAL Gap. Each response should only be used once: procurement, finance, sales, production, satisfaction gap, delivery gap, standards gap, communication gap.
Which of the following will you put into box 7?
- A. standards gap
- B. delivery gap
- C. communication gap
- D. satisfaction gap
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 66
A fast-food restaurant provides a drink machine for customers to use, which allows the customer to select the drink that they wish by putting their cup under the machine and pushing a button. The machine will first drop ice into the cup, but this button will not work unless the cup is placed on an X. What is this an example of?
- A. fail safing
- B. run to breakdown
- C. preventative maintenance
- D. redundancy
Answer: A
Explanation:
This is fail safing. Fail safing is a design feature that prevents a failure. In this case, it prevents ice being dropped on the floor if there is no cup there. There are some good examples of this on p.102
NEW QUESTION # 67
Total Quality Management is built on 8 founding principles. Which of the following do these include? Select THREE.
- A. supply chain integration
- B. bottom-up process design
- C. employee involvement
- D. process improvement
- E. fact-based decision making
Answer: C,D,E
Explanation:
The other 5 principles are; customer focus, system integration, communication and continuous improvement
NEW QUESTION # 68
What is the main purpose of Six-Sigma?
- A. reduce waste
- B. to break even
- C. eliminate variation
- D. customer satisfaction
Answer: C
Explanation:
The primary purpose of six-sigma is to eliminate variation. It's a form of quality control used a lot in manufacturing. See p.136
NEW QUESTION # 69
Performance Benchmarking is a form of what type of benchmarking?
- A. non-competitive
- B. external
- C. competitive
- D. internal
Answer: D
Explanation:
Performance Benchmarking is an internal form of benchmarking where you compare the performance of 2 different departments against each other. This is from p.82.
NEW QUESTION # 70
Below are details of 4 local manufacturing companies. For each company you must decide what the main objective is for the organisation and what layout their manufacturing plant has.
Company 1: This company creates large, delicate products which are hard to move. The main aim of the company is to stand out from competitors due to the superior level of materials used and by using the latest forms of technology to create the items.
Company 2: This company produces 72 different items and has designated zones within its premises for the creation of each item. The zones are organised based on the technology used and some products may be passed between different zones to be completed. The company creates many different items in response to changing customer demands, with many product lines only lasting a single season.
Company 3: Company 3 creates one product which flows along a single production line, with staff members adding to the product on four different occasions. The company must produce a high volume of this singular product in order to break even. Therefore, there is always a steady flow of items through the plant and it is important there is no stoppage in production.
Company 4: This company produces small batches of products, as and when they are ordered by customers. Due to uncertainty in demand, a high profit margin is added to the cost of each item. Teams in the factory are grouped into different areas depending on the technological process they are using.
Complete the table below by listing the objective criteria and plant layout for each company. Each response should only be used once: flexibility, speed, quality, cost, functional layout, cell layout, product layout, fixed-position layout
Which of the following will you put into box 2?
- A. quality
- B. cost
- C. speed
- D. flexibility
Answer: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 71
An 'Order Qualifying' Objective contributes to the success of a business in that it is a criteria that will guarantee a customer will purchase an item. Is this sentence TRUE?
- A. yes- this means the product is superior to that of competitors
- B. no- order qualifying is the process of accepting an order from a client, which may be rejected by the organisation
- C. yes- these objectives always guarantee a sale
- D. no- this means a customer will buy from the organisation, but not this particular product
Answer: D
Explanation:
3 is correct- the sentence is false. 'Order Qualifying' is 'not a major factor in determining business success but plays a role in determining whether a customer will consider buying from the business or not'. This is a direct quote from p.43. 'Order Winners' is something that will guarantee a customer buys that product.
NEW QUESTION # 72
Below are details of 4 local manufacturing companies. For each company you must decide what the main objective is for the organisation and what layout their manufacturing plant has.
Company 1: This company creates large, delicate products which are hard to move. The main aim of the company is to stand out from competitors due to the superior level of materials used and by using the latest forms of technology to create the items.
Company 2: This company produces 72 different items and has designated zones within its premises for the creation of each item. The zones are organised based on the technology used and some products may be passed between different zones to be completed. The company creates many different items in response to changing customer demands, with many product lines only lasting a single season.
Company 3: Company 3 creates one product which flows along a single production line, with staff members adding to the product on four different occasions. The company must produce a high volume of this singular product in order to break even. Therefore, there is always a steady flow of items through the plant and it is important there is no stoppage in production.
Company 4: This company produces small batches of products, as and when they are ordered by customers. Due to uncertainty in demand, a high profit margin is added to the cost of each item. Teams in the factory are grouped into different areas depending on the technological process they are using.
Complete the table below by listing the objective criteria and plant layout for each company. Each response should only be used once: flexibility, speed, quality, cost, functional layout, cell layout, product layout, fixedposition layout
Which of the following will you put into box 8?
- A. cell layout
- B. fixed-position layout
- C. functional layout
- D. product layout
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 73
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