[go: up one dir, main page]
Scribd
Upload
396 views6 pages

Enterprise Management MCQS

The document discusses 10 multiple choice questions about enterprise management and operations management. It provides explanations for each question covering topics like outsourcing advantages and disadvantages, corporate strategy, operations management importance, assembly line production, continuous production, process selection, maintenance costs, material requirements planning, and master production scheduling.

Uploaded by

www.zishan7234
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
396 views6 pages

Enterprise Management MCQS

The document discusses 10 multiple choice questions about enterprise management and operations management. It provides explanations for each question covering topics like outsourcing advantages and disadvantages, corporate strategy, operations management importance, assembly line production, continuous production, process selection, maintenance costs, material requirements planning, and master production scheduling.

Uploaded by

www.zishan7234
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 6

Enterprise Management (MCQ Set 1)

Q1: Which one of the following is NOT a major reason to outsource a product or service?
a) To give access to higher technical ability.
b) To increase control of the process.
c) To reduce operating costs.
d) To focus on core business areas.

Explanation:
Advantages of Outsourcing: Disadvantages of Outsourcing
1. You Get More Experts 1. You Lose Some Control
2. Things are done Fast 2. There are Hidden Costs
3. You are Able to Focus on What Matters 3. There are Security Risks
4. You Can Share Some Risk 4. You Reduce Quality Control
5. You Can Reduce Costs 5. You Share Financial Burdens
6. You Can Work Around the Clock
7. You Can Simplify Project Management
8. You Simplify Work Relationships
9. Efforts Are More Targeted
10. You Get Peace of Mind

Q2: As part of operations management, it is important to develop a corporate strategy. The


corporate strategy involves consideration of three important considerations as follows:
EXCEPT:
a) Develop strategic business plan.
b) Develop core processes.
c) Identify and Develop core competencies.
d) Monitoring and adjusting to changes.
Explanation:
Strategic Business plan:
A strategic plan for a business will include the company's mission and vision statement, as well
as its goals and objectives and the action plans to achieve them. A strategic plan outlines the
strategy for growth and success in the future by using existing resources.

Core business processes:


A "core" business process is defined as the minimum individual tasks to be accomplished to
provide a certain level of consistency in output, without any consideration to hardware,
software, people, resource or performance. When a core process is implemented, anything can
be added to make the process more efficient, but nothing should be eliminated.

Core competencies:
For any organization, its core competency refers to the capabilities, knowledge, skills and
resources that constitute its "defining strength." A company's core competency is distinct, and
therefore not easily replicated by other organizations, whether they're existing competitors or
new entrants into its market.

Monitoring and adjusting to change:


It is imperative that you periodically monitor and adjust your performance because no method
can work forever. You will not change it every day, but once in a while it needs to be adjusted
to new variables, changing market conditions or shifts in the way you understand the market.

Q3: Operations management is important to an organization for the following reasons:


(i) Satisfy employee union demands.
(ii) Organization meets customer competitive priorities.
(iii) Remain within budget constraints without regard to customer demands.
(iv) Improve productivity.
a) Options (ii) and (iv) are correct.
b) Option (i) is correct.
c) Options (ii), (iii) and (iv) are correct.
d) Options (i) and (ii) are correct.
Explanation:
Operations management is the process that generally plans, controls and supervises
manufacturing and production processes and service delivery. Operations management is
important in a business organization because it helps effectively manage, control and supervise
goods, services and people.

Q4: According to Mintzberg Theory of effective organization, an important component


operating core can be defined as:
a) Function that performs support tasks.
b) Function that may not exsist in small organization.
c) people who actually perform organizational task necessary to deliver outputs.
d) a connection between the key individuals in specialist organization functions and the people
actually delivering products.

Explanation:
Mintzberg gave theory of effective organization, Its expantion is in chapter 8 of icmap book.
 Ideology - shared values, vision and culture

 Strategic Apex - top management setting strategy and objectives…

 Middle Line - middle management ensuring communication up and down, and relationships with
suppliers and customers…

 Technostructure - professionals responsible for the development, innovation, production, marketing…

 Support Staff - professionals responsible for human resources, finance, knowledge, assets…

 Operating Core - provides production and operation

Q5: Under assembly line production:


a) Each workstation is involved for multiple types of work.
b) Manufacturing plant specialization is required.
c) Manufacturing plant specialization is not required.
d) Single workstation does all the work.
Explanation:
An assembly line is a manufacturing process in which parts are added as the semi-finished
assembly moves from workstation to workstation where the parts are added in sequence until
the final assembly is produced. An Assembly line or mass production plant typically focus on
specialization. There are multiple workstations installed and the assembly line goes through all
the workstations turn by turn. The work is done in a specialized manner and each workstation is
responsible for one single type of work.
Q6: Under continuous production method ........... do majority of production work?
a) People in quality circles.
b) Specialist production personnel.
c) Humans.
d) Machines.

Explanation:
There is a lot of confusion between mass production and continuous production. It can be
differentiated by a single element. The amount of mechanical work involved. In Mass
production, both machines and humans work in tandem. However, in continuous production,
most of the work is done by machines rather than humans.

Q7: Process selection is primarily considered during:


a) Leading.
b) Planning.
c) Organizing.
d) Controlling.

Explanation:
Process planning is the task of generating a plan for transforming raw material to its finished
form according to design specifications.

Q8: The goes on increasing with the increase in degree of maintenance efforts?
a) Cost of down time.
b) Labor and overhead cost.
c) Cost of spares and maintenance.
d) All of these.

Explanation:

Cost of downtime:
Any cost related to workday company functions and producing revenue becomes a "downtime
cost" when your equipment or network ceases to function properly.

Q9: Frequent changes in an MRP system generates ?


a) Pegging.
b) Low-level coding.
c) System nervousness.
d) Time fences.

Explanation:
a) System nervousness has been regarded as instability in planned orders, excessive
rescheduling of open orders, or the negative effect of open-order rescheduling. System
nervousness is the result of uncertainty existing within or beyond the production system.
b) Pegging is “expected to do or be something, based on an assumption or stereotype or past
behavior” (followed by for or an infinitive):The son of a wealthy businessman, he was pegged to
follow in his father's footsteps. In manufacturing, a pegging report is a record showing the
relationship between demand and supply. Pegging reports are generated by Material
Requirements Planning Systems.
c) Time fence control is a policy or guideline you establish to note where various restrictions or
changes in operating procedures take place. For example, you can easily change the master
production schedule for an item beyond its cumulative lead time, with little effect on related
material and capacity plans.
d) The low-level code represents the lowest level of the item in any current, job, or production
schedule bill of material (BOM). A low-level code of 0 indicates that the item is an end item
(finished good) and is not a subcomponent of another item.
Q10: is quantity planned to be received at a future date?
a) Pegging.
b) Master production schedule.
c) Planned order release.
d) Planned order receipt.

Explanation:
Master production schedule: A master production schedule is a plan for individual
commodities to be produced in each time such as production, staffing, inventory, etc. It is
usually linked to manufacturing where the plan indicates when and how much of each product
will be demanded.
Planned order release: The date required to firm, or release, a planned order based on the
specified lead-time until the planned receipt date. Many systems allow the selection and review
of planned orders based on specifying a release date time frame.
Planned order receipt: A planned order receipt is a future projected receipt based on the
generation of a planned order that has not yet been firmed into a scheduled receipt. In a
planning schedule, planned order receipts are also known as the planned receipts or released
orders or released MPS.

You might also like