StudentID: gjan17gl50

Strengths and Improvement Opportunities

OM GMBA end term exam
Course: Operations Management -OL (GMBA Jan 17 Tri - I) ‡Instructor: Suraj Gupta ‡Questions: 45

80.00% My Score
(40/50)

QUESTION POINTS
CORRECT INCORRECT PARTIAL CREDIT
Reference 4Vs, the work implication / implication in Low Volume Operating Systems is: (1 mark)
1 1/1
ᅞA: High repeatability
ᅚB: Less systemization
ᅞC: Specialization
ᅞD: Low unit costs
ᅞE: None of the above
Reference Formule 1 Hotels (subsidiary of French Accor Group), Variation in Demand in its Operating System is
2 (1 mark) 1/1
ᅞA: High
ᅞB: Moderate
ᅚC: Low
Reference the Five Operations Performance Objectives, for a Movie Theatre, ³constant availability of parking´
3 measures (1 mark) 1/1
ᅚA: Dependability
ᅞB: Speed
ᅞC: Flexibility
ᅞD: Quality
ᅞE: Dynamism
Reference Volume - Variety Matrix for Manufacturing organisations (1 mark)
4 1/1
ᅞA: Shows that as volume decreases, an assembly line is the solution
ᅚB: Shows that as volume increases, specialised equipment becomes cost effective
ᅞC: Guides companies on what to produce
ᅞD: None of the above
Reference the Five Operations Performance Objectives, for a Supermarket, ³immediate availability of goods´
5 measures (1 mark) 0/1
ᅞA: Dependability
ᅚB: Speed
ᅞC: Flexibility
ᅞD: Quality
ᅞE: None of the above
Reference Service - Process Matrix (Schmmner's Matrix), Service organizations having Low Degree of Interaction
6 and Customisation will need to (1 mark) 0/1
ᅞA: Ensure Key Personnel Loyalty
ᅞB: Resort to Revenue Management
ᅞC: Develop Techno-Commercial Skill set
ᅞD: Schedule Service Delivery
ᅚE: None of the above
Revenue Management is the application of disciplined analytics that predict consumer behaviour at the .. market
7 level and optimize product availability and price to maximize revenue growth. (1 mark) 1/1
ᅞA: Macro
ᅚB: Micro
ᅞC: None of the above
 Reference Volume - Variety Matrix for Manufacturing organizations, as volume decreases and variety increases,
8 investment in .. increases (1 mark) 1/1
ᅞA: IT
ᅞB: Technology
ᅞC: Costing
ᅚD: Operator Skills
ᅞE: None of the above
Reference the Five Operations Performance Objectives, for a Mass Transit Bus Service, ³timetable is accurate
9 and user friendly´measures (1 mark) 1/1
ᅞA: Dependability
ᅞB: Speed
ᅞC: Flexibility
ᅚD: Quality
ᅞE: Dynamism
Reference Service - Process Matrix (Schmmner's Matrix), Service organizations having High Degree of Labour
10 Intensity will need to (1 mark) 1/1
ᅞA: Retain Human Resources
ᅞB: Resort to Revenue Management
ᅞC: Develop Techno-Commercial Skill set
ᅚD: Focus on Manpower Scheduling
ᅞE: None of the above
Reference Pret A Manger, Visibility in its Operating System is (1 mark)
11 1/1
ᅚA: High
ᅞB: Moderate
ᅞC: Low
Reference the Five Operations Performance Objectives, for a Hospital, ³patients are consulted and kept informed´
12 measures (1 mark) 1/1
ᅞA: Dependability
ᅞB: Speed
ᅞC: Flexibility
ᅚD: Quality
ᅞE: Dynamism
Customers order more than they need during a period of short supply, hoping that the partial shipment received
13 will be sufficient, is called .. (1 mark) 0/1
ᅞA: Order Batching
ᅚB: Short gaming
ᅞC: Visibility problem
ᅞD: None of the above
Reference the Five Operations Performance Objectives, for a Mass Transit Train Service, ³constant availability of
14 seats´measures (1 mark) 1/1
ᅚA: Dependability
ᅞB: Speed
ᅞC: Flexibility
ᅞD: Quality
ᅞE: None of the above
Reference Anantara Bangkok Resort & Spa, Variety in Demand on its Operating System is (1 mark)
15 1/1
ᅚA: High
ᅞB: Moderate
ᅞC: Low
A bottleneck process is the utilized process (1 mark)
16 1/1
ᅞA: Minimum
ᅞB: Average
ᅚC: Maximum
ᅞD: None of the above
 Reference the Five Operations Performance Objectives, for a Hospital, ³wide range of treatments´measures (1
17 mark) 1/1
ᅞA: Dependability
ᅞB: Speed
ᅚC: Flexibility
ᅞD: Quality
ᅞE: Dynamism
Reference 4Vs, the work implication / implication in Low Variety Operating Systems is: (1 mark)
18 1/1
ᅞA: Complex
ᅚB: Standardization
ᅞC: Flexible
ᅞD: High unit costs
ᅞE: None of the above
Reference Service - Process Matrix (Schmmner's Matrix), Service organizations having Low Degree of Labour
19 Intensity will need to (1 mark) 0/1
ᅞA: Make the service ಫWarmರ
ᅚB: Resort to Revenue Management
ᅞC: Focus on Manpower Scheduling
ᅞD: Attention to physical surroundings
ᅞE: None of the above
Reference the Five Operations Performance Objectives, for a Supermarket, ³predictability of opening hours´
20 measures (1 mark) 1/1
ᅚA: Dependability
ᅞB: Stability
ᅞC: Flexibility
ᅞD: Quality
ᅞE: Dynamism
A product / service which does not consume any time of the bottleneck is a . Product (1 mark)
21 1/1
ᅞA: Premium
ᅚB: Free
ᅞC: Popular
ᅞD: Niche
ᅞE: None of the above
Reference 4Vs, the work implication / implication in Low Variation in Demand Operating Systems is: (1 mark)
22 0/1
ᅚA: High equipment utilization
ᅞB: Flexibility
ᅞC: High unit costs
ᅞD: Change in capacity
ᅞE: None of the above
A product / service whose Throughput is less than Operating Expenses, must be (1 mark)
23 1/1
ᅞA: Marketed heavily
ᅚB: Abandoned
ᅞC: None of the above
In Flow Process Chart, the symbol ³Square´indicates that the unit is: (1 mark)
24 1/1
ᅞA: Under process
ᅚB: Under inspection
ᅞC: Under design
ᅞD: Under customer suspension
ᅞE: Under clarification as to how to proceed
An Operation Criteria shown as ³Q´i.e. Order Qualifier, implies that operation's performance (1 mark)
25 1/1
ᅚA: has to be above a particular level just to be considered by the customer
ᅞB: is irrelevant to the customer
ᅞC: is very important criteria for growing the business
ᅞD: none of the above
 Reference Volume - Variety Matrix for Manufacturing organizations, as volume increases and variety reduces,
26 investment in .. increases (1 mark) 1/1
ᅚA: Technology
ᅞB: Human Resources
ᅞC: Marketing
ᅞD: IT
ᅞE: None of the above
Reference Service - Process Matrix (Schmmner's Matrix), Service organizations having High Degree of Interaction
27 and Customization will need to (1 mark) 0/1
ᅞA: Retain Human Resources
ᅞB: Make Service ಯWarmರ
ᅞC: Develop Techno-Commercial Skill set
ᅞD: Schedule Service Delivery
ᅚE: None of the above
Poka-yokes are (1 mark)
28 1/1
ᅞA: Service strategies improvement techniques
ᅞB: Low content customer service jobs that can be automated
ᅞC: Japanese drawing of a customer point of view
ᅚD: Procedure that prevents defects from occurring
ᅞE: Service Quality that fluctuates
Reference the Five Operations Performance Objectives, for a Movie Theatre, ³keeping to reasonable queuing
29 times´measures (1 mark) 0/1
ᅚA: Dependability
ᅞB: Speed
ᅞC: Flexibility
ᅞD: Quality
ᅞE: None of the above
The ability to produce a unique product exactly to a particular customer's requirement is known as (1 mark)
30 1/1
ᅞA: Mass Integration
ᅞB: Mass Production
ᅚC: Mass Customization
ᅞD: Mass Delivery
ᅞE: None of the above
ROCE improves by simultaneously (1 mark)
31 1/1
ᅞA: Increasing Throughput, reducing Creditors and increasing Debtors
ᅞB: Keeping Throughput same, reducing Inventories and reducing Operating Expenses
ᅞC: Reducing Creditors, increasing Debtors and reducing Inventories
ᅚD: Reducing Operating Expenses, reducing Inventories and increasing Throughput
ᅞE: None of the above
Reference 4Vs, the work implication / implication in High Visibility Operating Systems is: (1 mark)
32 1/1
ᅞA: Low contact skilled
ᅞB: Centralisation
ᅞC: High staff utilisation
ᅚD: High unit costs
ᅞE: None of the above
Achieving Economy of Scale is essential in .. manufacturing plants (1 mark)
33 1/1
ᅞA: Mass Customisation
ᅞB: Line Assembly
ᅞC: Batch
ᅞD: Job Shop
ᅚE: Continuous Process
 An Operation Criterion shown as ³QQ´i.e. Order Losing Sensitive Criteria, implies that operation's non-
34 performance on that criterion would ensure that the (1 mark) 1/1
ᅞA: business will be safe
ᅞB: business will be retained
ᅞC: business will grow
ᅚD: business will be lost
ᅞE: none of the above
When Throughput = Operating Expenses, is achieved (1 mark)
35 1/1
ᅞA: Price Elasticity
ᅞB: Economy of Scale
ᅞC: Optimum Cost Control
ᅚD: Break-Even
ᅞE: None of the above
Conventional eye surgery operating system would be defined as: (1.5 mark) Refer case study 1
36 0/1.50
ᅞA: Mass Customisation
ᅞB: Project
ᅞC: Batch
ᅚD: Job Shop
ᅞE: None of the above
The Cycle Time in Svyatoslav Fyodorov's Operating System would be .. compared to conventional eye surgery.
37 (1.5 mark) Refer case study 1 1.50/1.50
ᅚA: Less than
ᅞB: Same as
ᅞC: More than
ᅞD: Cannot be determined
The Capital Investment in Svyatoslav Fyodorov's Operating System would be .. compared to conventional eye
38 surgery. (1.5 mark) Refer case study 1 1.50/1.50
ᅞA: Less than
ᅞB: Same as
ᅚC: More than
ᅞD: Cannot be determined
Svyatoslav Fyodorov's Operating System would be defined as: (1.5 mark) Refer case study 1
39 0/1.50
ᅞA: Mass Customisation
ᅞB: Project
ᅞC: Batch
ᅞD: Job Shop
ᅚE: None of the above
The Cost per Patient in Svyatoslav Fyodorov's Operating System would be .. compared to conventional eye
40 surgery. (1.5 mark) Refer case study 1 1.50/1.50
ᅚA: Less than
ᅞB: Same as
ᅞC: More than
ᅞD: Cannot be determined
The overall Operators' (Doctors') Skills in Svyatoslav Fyodorov's Operating System would be .. compared to
41 conventional eye surgery. (1.5 mark) Refer case study 1 1.50/1.50
ᅚA: Less than
ᅞB: Same as
ᅞC: More than
ᅞD: Cannot be determined
Current In Year the current capacity is (1.5 mark) Refer case study 2
42 1.50/1.50
ᅚA: Under utilised
ᅞB: Over utilised
ᅞC: Fully utilised
ᅞD: Not possible to specify
 In Year1 the current capacity will be (1.5 mark) Refer case study 2
43 1.50/1.50
ᅞA: Under utilised
ᅚB: Over utilised
ᅞC: Fully utilised
ᅞD: Not possible to specify
In Year 2 the market requirements can be met by (1.5 mark) Refer case study 2
44 1.50/1.50
ᅞA: The current capacity with no over-time
ᅞB: The current capacity with all machines running over-time of 2 hours each
ᅞC: The current capacity with all machines running third shift
ᅚD: None of the above
For Year 3, it is best to expand capacity by installing (1.5 mark) Refer case study 2
45 1.50/1.50
ᅞA: Two numbers of 8,000 capacity machine each
ᅞB: Two numbers of 10,000 capacity machine each
ᅞC: 20,000 capacity machine and discard the current two 8,000 capacity machines
ᅞD: 35,000 capacity machine and discard the current two 8,000 capacity machines
ᅚE: Wait and watch, see how the demand develops, then decide addition and selection of machine(s)

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