330405029.

doc

1.

Most operations produce a mixture of both products and services.

Which of the following businesses is closest to producing pure
services?

A)
B)
C)
D)

IT company
Counsellor/therapist
A restaurant
Steel company

2.

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)
B)
C)
D)

A fast food restaurant

A carpenter
A high street branch of a bank
A family doctor

3.

Transformation outputs can always be conveniently stored.

A)
B)

True
False

4.

Operations typically differ in terms of volume of output, variety of

output, variation in demand or the degree of visibility (ie,
customer contact) that they give to customers of the delivery
process. Please match the following element with the most
appropriate of the above dimensions. Low unit costs are most
closely matched to:

A)
B)
C)
D)

Variety
Variation
Volume
Visibility

5.

Typically high-volume operations do NOT include:

A)
B)
C)
D)

A taxi service
Television manufacture
A fast food restaurant
A theme park

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6.

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)
B)
C)
D)

A fast food restaurant

A family doctor
A high street branch of a bank
A carpenter

7.

Which of the following is NOT a response from operations to the

changing business environment?

A)
B)
C)
D)

Flexible working patterns

Lean process design
Technology replacing manual jobs
Mass marketing

8.

Service processes that have a high number of transactions, often

involving limited customisation, are called:

A)
B)
C)
D)

Dual services
Mass services
Low-complexity services
Service runners

9.

The amount of value-added activity that takes place in the

presence of the customer is called:

A)
B)
C)
D)

Visibility
Variety
Value-added
Variation

10.

Which of the following is an implication of low variety?

A)
B)
C)
D)

Low unit cost

Flexibility needed
High complexity
Matching customers specific needs

11.

Which of the following is NOT an implication of high visibility?

A)
B)
C)
D)

Time lag between production and consumption

High unit cost
Satisfaction governed by customer perception
Customer contact skills needed

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12.

Which of the following is NOT a process input?

A)
B)
C)
D)

Transported passengers for a train service

Information for the police
Aircraft for an airline
Sales staff for a department store

13.

Using the transformation model, a transformed resource might be

A)
B)
C)
D)

A manufacturing shop
A waitress
A customer
A bank clerk

14.

Creating customer value does NOT include

A)
B)
C)
D)

increasing the perceived benefits

decreasing the time costs
increasing the perceived sacrifice
decreasing the psychological costs

15.

Which of the following is NOT a characteristic of a production-line

approach to provide a service?

A)
B)
C)
D)

Division of labor
Substitution of technology for people
Standardisation of the process and the service provided
High employee autonomy

16.

The term customer contact refers to

A)
B)
C)
D)

The handling of the product by the customer

The influence the customer has on service design
The amount of time spent waiting in the system
The physical presence of the customer in the system

17.

For companies offering customised services, which one of the

following is true?

A)
B)
C)
D)

A comprehensive employee recruitment process is very important

Employee tasks are low skilled
A production-line approach to service is desirable
Information processing plays a minor role

18.

When an organisation is focused on high variety there is

A)
B)
C)
D)

Minimal customer experience

Routine, automated processing
Low customer contact skills
Significant customer experience

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19

Transforming resources include:

A)
B)
C)
D)

Materials
Information
Staff
Customers

20

Operations Management is defined as the activity of managing the

resources which are devoted to:

A)
B)
C)
D)

the management of products and services

the production and delivery of products and services
the resources which produce products and services
the products and services which are managed

21.

R.G Schroeders 5 decision areas in Operations Management are:

A)
B)
C)
D)

planning, technology, production, inventory, control

process, capacity, inventory, workforce, quality
process, technology, capacity, workforce, quality
none of these

22.

Why is Operations Management a more encompassing term than

Production Management?

A)

Operations Management is concerned with multiple products and

services
Operations Management refers to service as well as manufacturing
organisations
Operations is broader including the financing and marketing functions
Operations makes use of the tools of quantitative analysis and
computer systems

B)
C)
D)
23.

A transformed input into a large public hospital from the service

point of view would be

A)
B)
C)
D)

physicians services
patients
nursing services
administration services

24.

In most organisations the greatest part of total investment is in

A)
B)
C)
D)

finance
stock and work in progress
the operations area
design

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25.

A key difference between products and services is that products

can be

A)
B)
C)
D)

machined
stored
designed
quality controlled

26.

In service operations, the visible operations are,

A)
B)
C)
D)

the accounts department

the location of senior staff
the location of customer contact
the location of the non-contact support services

27.

In services, operations that would be non-visible are,

A)
B)
C)
D)

the washroom
staff offices
the location of customer contact
the location of the non-contact support services

28.

Frederick Taylor advocated a theory of

A)
B)
C)
D)

motivation
scientific management
work study
ergonomics

29

In most organisations the largest number of people report to

A)
B)
C)
D)

the operations manager

the personnel manager
the marketing manager
the gatekeeper

30

The key focus of Operations is

A)
B)
C)
D)

meeting the needs of external customers

meeting the needs of internal customers
maximising revenue
maximising efficiency

31

A useful model to characterise the two contrasting aspects of

service operations is

A)
B)
C)
D)

Front Office v Operations Centre

Front Office v Peripheral Activities
Front Office v Back Office
Design Office v Operations Centre

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32.

Services transform

A)
B)
C)
D)

the customer
the organisation
the producer
the world

33

Operations management is

A)
B)
C)

basic engineering principles applied to an organisation

common sense
the use of computer based systems in production and service
management
a creative and progressive approach to managing the transformation of
resources

D)
34

Implicit Services include:

A)
B)
C)
D)

Training of service personnel

Comprehensiveness
Attitude of service personnel
Availability

35

Examples of front office activities include:

A)
B)
C)
D)

cheque-clearing processes for a retail bank

computer repair processes
a management consultant working with a client
most manufacturing processes.

36

A productive systems approach

A)
B)
C)
D)

View operations as a separate organisation function

Must provide feedback information for control of process inputs and
technology
Is of limited use in service organizations
Disregards human and social concerns

37

People processing services require?

A)
B)
C)
D)

A high degree of vertical integration

High fixed costs
A physical presence
High equipment utilization

38

The type of operation that best describes the position of a waiter

at a restaurant would be classed as:

A)
B)
C)
D)

Front Office
Back office
Hybrid office
Inner Office

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39

A sales representative could be classified as:

A)
B)
C)
D)

Back Office
Hybrid office
Front office
Mid office

40

A service operation that is primarily back office is:

A)
B)
C)
D)

A taxi driver
Till operator at a bank
A payroll assistant that calculates your wages
The waitress at a restaurant

41

Which of the following statements concerning manufacturing and

service organizations is generally true?

A)

A service facility is more likely to serve national or even international

markets
Manufacturing organizations generally find it more difficult to match
capacity with demand
In many service organizations customers themselves are inputs to the
transformation processes.
Most service organizations can buffer themselves against uncertain
demand by creating inventories and smoothing output levels.

B)
C)
D)
42

Which of the following concerning the term customer in operations

management is true

A)

Manufacturing systems can have only internal customers because other

departments are responsible for serving the external customer
All customers are internal in manufacturing and external in services
Only service organizations have external customers because service is
provided in the presence of a customer.
Customers can be internal or external in both manufacturing and
service operations

B)
C)
D)
43

Decisions that are unstructured and have long-term consequences

are:

A)
B)
C)
D)

Tactical decisions
Operational decisions
Strategic decisions
Functional decisions

44

Which of the following is one accepted view of operations

management:

A)
B)

Relates to the financing of corporate assets

A system where inputs pass through one or more operations and are
transformed into outputs (goods or services)
Relates to the development of personnel policies
Relates to budgeting the annual resources between different functional
areas.

C)
D)

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45

Which of the following is NOT a trend in operations management?

A)
B)
C)
D)

Increased role of services

Increased presence of the manufacturing sector
Increased global competition in both manufacturing and services
Increased emphasis on quality

46

Operations management is applicable

A)
B)
C)
D)

Mostly to the service sector

To services exclusively
Mostly to the manufacturing sector
To all firms, whether manufacturing or service

47

Which of the following would not be an operations function in a

fast-food restaurant?

A)
B)
C)
D)

Advertising and promotion

Designing the layout of the facility
Making hamburgers and fries
Purchasing ingredients

48

An operations manager is not likely to be involved in

A)
B)
C)
D

The design of products and services to satisfy customers wants and

needs
The identification of customers wants and needs
Work scheduling to meet the due dates promised to customers
Forecasting sales

49

The Father of Scientific Management is

A)
B)
C)
D)

Henry Ford
Frederick W Taylor
W. Edwards Deming
None of the above

50

Henry ford is noted for his contributions to

A)
B)
C)
D)

Standardization of parts
Statistical quality control
Assembly line operations
Time and motion studies

51

Which of the following is not a typical attribute of manufactured

goods

A)
B)
C)
D)

Output can be inventoried

Often easy to automate
Aspects of quality difficult to measure
Production and consumption are separate

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52

Which of the following is not a typical service attribute?

A)
B)
C)
D)

Intangible product
Easy to store
Customer interaction is high
Simultaneous production and consumption

53

All of the following are characteristics of todays consumer market

except

A)
B)
C)
D)

Shorter product life cycles

More customized products
Longer product life cycles
Product proliferation

54

Operations management is concerned only with the day-to-day

operations of the firms productive system

A)
B)

True
False

55

Courses in operations management are relevant only to those who

desire to be operations managers

A)
B)

True
False

56

Maintaining the quality of products and services is easier when

production or delivery is closer to home

A)
B)

True
False

57

A process is a group of related tasks with specific inputs and

outputs

A)
B)

True
False

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