Online L6M9 Dumps Help You Understand Questions Well

1. Maxi Ltd is a medium-sized manufacturing organisation in the automotive industry that creates engines for cars. It has traditionally worked well with its suppliers, with strong relationships and regular meetings. There are currently around 15 suppliers who provide parts to Maxi Ltd.

Due to changing customer demands, Maxi Ltd will, from next month, modify the manufacturing of some of its products. Product X is being made more environmentally friendly, with output of CO2 being reduced by 32%. The product will take longer to produce, but there will be no additional cost to customers for this.

Maxi ltd are considering outsourcing the manufacturing of Product Y as it is not a product which is routinely ordered by customers. This will allow Maxi Ltd to focus on other products which generate higher revenues for the company. The concern within the Board of Directors is that if demand increases for this product, an outsourced company may not be able to cope with higher numbers of orders.

Product Z is an extremely popular item and oftentimes Maxi Ltd does not have the capacity to fulfil all orders. Consideration has been given to increasing the size of the factory, but this has been discarded as risky as demand is not guaranteed. The product has been available on the marketplace for a short amount of time and sales are continuing to increase, but the company believes this will soon plateau. To deal with current demand, the marketing team is working on campaigns to invite customers to make orders for this product at certain times of the year when product X is not being created in the factory. This means resources can be reallocated to the creation of product Z.

What is the main concern regarding the option to outsource the manufacturing of product Y?

2. Which of the following is considered a primary activity in the Value Chain?

3. Which of the following appear in the concept of Theory of Constraints? Select ALL that apply.

4. White Moon Ltd, a manufacturing organisation, is considering outsourcing transportation.

What would be a reason for doing this?

5. The Improvement Gap Analysis can be utilised to manage trade-offs in operational strategy.

Which of the following is measured by the IGA? Select ALL that apply.

6. Which of the following is a technique for continuous improvement that employs a full-time specialist improvement team?

7. In a bottom-up process for planning and control, who would make the strategic plan?

8. XYZ Ltd is a perfume manufacturer based in France. They have created a new perfume and research has shown that demand for the perfume will outstrip supply. The Chief Operating Officer (COO) and the Chief Financial Officer (CFO) are meeting to discuss this. The COO believes that the organisation needs to reallocate resources in order to meet demand.

Are there any exceptions to when this may be the case?

9. A car manufacturing organisation organises formal, regular meetings with its tier one suppliers for the purpose of collaborating on improvements and changes to the final product.

What is this arrangement known as?

10. Megan, the Director of Operations at Orange Windows Ltd, is concerned about overcapacity. Should she be worried?

11. Greg is the manager at a car wash and is trying to work out the break-even point of his business.

Which of the following pieces of information will he need to consider to understand his break-even point? Select ALL that apply.

12. The operations department of ABC Ltd has recently launched a new product. The product is manufactured within a large factory and then sent to retailers for sale. The department has a system in place which details the components required for the product and the quantities required to fulfil customer demand. The system works online and links to other areas of the business including HR and finance.

So far, several large orders have been placed for the product from different retailers. The Chief Operations Officer (COO) has decided to programme the completion of the orders based on when the orders were placed. The benefit of this strategy is that it will give each customer a similar lead time. Thus far no buffer stock has been created as products are only created when orders are received.

Three teams are required to make the product and the product flows from team one to team two to team three, each team adding a component to the product. Unfortunately, team two are short staffed and are completing their work at a slower rate than the other two teams. This is a huge consideration for the COO as it will impact upon the capacity of the organisation.

The retailers have all signed contracts with ABC Ltd and the COO is extremely happy that they are long term contracts. Contract 1 is with retailer X and the price is set for three years. Contract 2 is with retailer Y and is a five year contract where the price will be reviewed annually in line with CPI. Contract 3 has a variable pricing mechanism based on the volume of products ordered.

What is the nature of the COO’s consideration?

13. An organisation may have several different business-level strategies. Is this TRUE?

14. DRAG DROP

Scenario:

Five manufacturing organisations are working with different products and using various operational strategies. Each product aligns with a category from the Boston Consultancy Group (BCG) Matrix, and each organisation is implementing a specific operational strategy.

For each organisation, select the correct Product Type and Operational Strategy.

15. Manuel has created an Efficient Frontier diagram mapping six options his organisation can take. Is it possible for there to be two curves on this diagram?

16. Of the following, which are examples of disintermediation? Select ALL that apply.

17. Gill runs the operations department of a manufacturing organisation in Wales. The department emulates best practices from competitors through benchmarking and has recently introduced Six Sigma to prevent operational problems.

Which of the following best describes Gill’s approach to operations function?

18. Rayan is the new CFO of an international banking organisation operating in London. He has been invited to a meeting of the top executives regarding corporate strategies and strategic resource planning. He believes that the organisation must be led by the strategy first, with resources then created to meet the requirement. Is this always the case?

19. Maxi Ltd is a medium-sized manufacturing organisation in the automotive industry that creates engines for cars. It has traditionally worked well with its suppliers, with strong relationships and regular meetings. There are currently around 15 suppliers who provide parts to Maxi Ltd.

Due to changing customer demands, Maxi Ltd will, from next month, modify the manufacturing of some of its products. Product X is being made more environmentally friendly, with output of CO2 being reduced by 32%. The product will take longer to produce, but there will be no additional cost to customers for this.

Maxi ltd are considering outsourcing the manufacturing of Product Y as it is not a product which is routinely ordered by customers. This will allow Maxi Ltd to focus on other products which generate higher revenues for the company. The concern within the Board of Directors is that if demand increases for this product, an outsourced company may not be able to cope with higher numbers of orders.

Product Z is an extremely popular item and oftentimes Maxi Ltd does not have the capacity to fulfil all orders. Consideration has been given to increasing the size of the factory, but this has been discarded as risky as demand is not guaranteed. The product has been available on the marketplace for a short amount of time and sales are continuing to increase, but the company believes this will soon plateau. To deal with current demand, the marketing team is working on campaigns to invite customers to make orders for this product at certain times of the year when product X is not being created in the factory. This means resources can be reallocated to the creation of product Z.

What capacity strategy is being used for product Z?

20. Company A manufactures wheels for Company B, which manufactures cars. Traditionally, Company A would complete the wheels and conduct quality assessments before sending them to Company B, which would then begin assembling cars. However, a new CEO at Company B has introduced a technology system that enables simultaneous production, meaning Company B starts manufacturing cars at the same time Company A begins producing wheels.

What is this new system known as?

21. Which of the following are examples of investment appraisal techniques? Select ALL that apply.

22. What does a forcefield diagram show?

23. When designing a supply network, which of the following stages should be completed first?

24. XYZ Ltd is a manufacturing organisation that buys raw materials from ABC Ltd, including rare materials such as rubies and gold. XYZ Ltd accepts all orders from ABC Ltd as the materials are rare, making the relationship one-sided.

Which type of network best describes this relationship?

25. According to Hays and Wheelwright, there are four stages of operations functions, reflecting how an organisation approaches its operational system.

Which of the following is Stage 4, the stage that organisations should aspire to achieve?

26. Paul is the Operations Manager at a button factory. Buttons are incorporated into many different fashion garments, and as they are currently 'on trend,' there is a high demand for more buttons. Paul is concerned that the factory cannot produce the number of buttons that is being demanded in the marketplace. He has calculated that each team within the factory only has the capacity to create 1,000 buttons per day, and he will decline any requests for buttons that exceed this amount.

In terms of Capacity Loading, what is this called?