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BPQ712S - BUSINESS PROCESS AND QUALITY MANAGEMENT - 2ND OPP - NOV 2025 |
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nAm I BIA un IVE RSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTY OF COMMERCE, HUMAN SCIENCES AND EDUCATION
DEPARTMENT OF GOVERNANCE, MANAGEMENT SCIENCES AND EDUCATION
QUALIFICATION: BACHELOR OF BUSINESS MANAGEMENT
QUALIFICATION CODE: 07BBMN
LEVEL: 7
COURSE CODE: BPQ712S
COURSE NAME: BUSINESS PROCESS & QUALITY
MANAGEMENT
SESSION: DECEMBER 2025
DURATION: 3 HOURS
PAPER: THEORY
MARKS: 100
SECOND OPPORTUNITY EXAMINATION
EXAMINER(S}
DR VUSUMUZI SIBANDA
MODERATOR: MR MATHEW L. NELENGE
INSTRUCTIONS
1. There are SIX questions; answer any FOUR questions.
2. Read all the questions carefully before answering.
3. Number the answers clearly
4. Start a new question on a fresh page
THIS EXAMINATION CONSISTS OF _3_ PAGES (Including this front page)
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Question 1
(a) Define Business Process Management (BPM) and explain its importance for an organisation
of any size. Critically evaluate what can happen when poor business processes are left
unorganised and unsystematised.
(15 marks)
(b) Outline any ten benefits of implementing BPM in an organisation.
(10 marks)
Question 2
(a) A local Namibian company, "Namibian Manufacturing, " needs to produce 20,000 units of a
custom metal component for a new customer. The company does not have the necessary
equipment, and acquiring it would cost a fixed amount of N350,000. The variable cost of
producing the component in-house is estimated at N25 per unit. An external supplier has
offered to produce the component for N$40 per unit.
(i) Using break-even analysis, determine whether Namibian Manufacturing should
produce the component in-house or outsource the production.
(8 marks)
(ii) If the customer order was for 30,000 units instead, how would your decision change?
Justify your answer with calculations.
(7 marks)
(b) Outline at least five advantages and five disadvantages of outsourcing.
(10 marks)
Question 3
(a) A manufacturing company experiences delays due to a slow bottleneck operation that limits
overall production capacity. As a process improvement consultant, apply the five focusing
steps of TOC to this scenario and recommend actions to improve throughput.
(15 marks)
(b) Consider a supply chain with multiple linked processes. Using the chain analogy from TOC,
explain how the performance of the entire chain is affected by its weakest link.
(10 marks)
Question 4
(a) You are appointed as the process improvement consultant for a large retail organisation . The
CEO wants to initiate a Business Process Reengineering (BPR) initiative, but is concerned about the
potential disruptions. Prepare a report that outlines the core skills and roles required in the BPR
team and how effective communication can ensure the success of the initiative. (15 marks)
(b) Outline any ten reasons why organisations will resist reengineering.
{10 marks)
Question 5
The EFQM Excellence Model is a non-prescriptive business excellence framework for organisational
management, promoted by the European Foundation for Quality Management (EFQM) and designed
to help organisations become more competitive.
(a) With the aid of a neat diagram of the EFQM model, explain how organisations can use this
model to be more competitive in their business.
(18 marks)
(b) What are the benefits of using the EFQM model?
(7 marks)
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Question 6
Critically analyse the role and importance of quality certification and accreditation schemes such as
ISO 9000 in enhancing organisational quality management. Discuss the advantages and criticisms of
these schemes, and explain how organisations can effectively use them to improve quality
assurance.
(25 marks)
TOTAL= [100 Marks]
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