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BBP712S - BUSINESS PROCESS MANAGEMENT - 2ND OPP - JAN 2020 |
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NAMIBIA UNIVERSITY
OF SCIENCE AND TECHNOLOGY
FACULTY OF MANAGEMENT SCIENCES
DEPARTMENT OF MANAGEMENT
QUALIFICATION: BACHELOR OF BUSINESS MANAGEMENT
QUALIFICATION CODE: 07BBMA
LEVEL: 7
COURSE CODE: BBP712S
COURSE NAME: BUSINESS PROCESS MANAGEMENT
SESSION: JANUARY 2020
DURATION: 3 HOURS
PAPER: THEORY
MARKS: 100
SECOND/SUPPLEMENTARY OPPORTUNITY EXAMINATION QUESTION PAPER
EXAMINER(S) | Dr. Asa R. Asa
Dr. Davy Du Plessis
Mr. Moses Waiganjo
MODERATOR: | Mr Mathew Nelenge
INSTRUCTIONS
1. Answer ALL the questions.
2. Write clearly and neatly.
3. Number the answers clearly.
PERMISSIBLE MATERIALS
1. Calculator
THIS EXAMINATION PAPER CONSISTS OF 7 PAGES (Including this front page)
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SECTION A
[40 MARKS]
QUESTION 1: MULTIPLE CHOICE QUESTIONS [2 x 20]
1.1
How well a measuring instrument consistently measures the “true value” of the
performance characteristic being measured is called
a. An operational definition
b. Information reliability
c. Accessibility
d. Actionable
1.2 Which of the following does not belong with the other items?
a. Customer defection rate
b. Actionable
c. Operational definition
d. Accessibility
1.3
Of the four models of organizational performance, which two focus on the “big
picture?”
Malcolm Baldrige National Quality Award Framework and the value chain model
Balanced Scorecard and the Service-Profit Chain
Malcolm Baldrige National Quality Award Framework and the Balanced Scorecard
Value chain model and Service-Profit Chain
1.4
Of the seven categories of the Malcolm Baldrige National
which is least relevant to an operations manager?
Leadership
Human resource focus
Process management
Measurement, analysis and knowledge management
Quality
Award
criteria,
1.5
Of the four performance perspectives of the balanced scorecard model, which is
most relevant to operations managers?
a. Financial
b. Customer
c. Innovation and learning
d. Internal
1.6
In regard to the value chain model, efficiency, cost and cycle time would be most
related to
Suppliers
Inputs
Process or network of processes
Outputs and outcomes
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1.7. Value chain measures would generally be less valuable to
a. TOp management
b. Middle managers
c. First-line supervisors
d. Employees to monitor any control
1.8 The service-profit chain model
a. Is based ona set of cause-and-effect linkages
b. Is only focused on internal performance
c. Was designed first for manufacturing organizations
d. Is focused on equipment utilization
1.9
Regarding the service-profit chain model, which of the following is not viewed as
internal performance?
a. Customer satisfaction
b. Employee satisfaction
c. Employee retention
d. Employee productivity
1.10 Anew product that will sell for $75.00 has variable costs of $38.00 per unit. Fixed
costs of $75,000 must be incurred every year to manufacture this product. What is the
annual volume to break even?
a. Fewer than 1500 units
b. 1500 to 1749 units
c. 1750 to 1999 units
d. 2000 units or more
1.11 Which of the following is incorrect? To increase value, an organization must
a. Decrease price or cost while holding perceived benefits constant.
b. Hold perceived benefits constant while increasing price or cost.
c. Increase perceived benefits while holding price or cost constant.
d. Increase perceived benefits while reducing price or cost.
1.12 Inthe value chain model for a hospital, patients, drugs and staff would be
considered as
a. Suppliers
b. Inputs
c. Transformation processes
d. Outputs
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1.13 What term describes the process of obtaining goods or services from an outside
provider?
a. Outproviding
b. Transferization
c. Outsourcing
d. Subsourcing
1.14 When does productivity increase?
a. Inputs increase while outputs remain the same
b. Inputs decrease while outputs remain the same
c. Outputs decrease while inputs remain the same
d. Inputs and outputs increase proportionally
1.15 Which of the following is a valid type of productivity measure?
a. Multi output productivity measure
b. Partial productivity measure
c. Multi part productivity measure
d. Multi component productivity measure
1.16 OnThursday Muronga produced 210 units in 7 hours. On Friday she produced 190
units in 5 hours. What is her percentage productivity change?
a. 20.00%
b.-20.00%
c. 26.67%
d.-26.67%
1.17 Aset of unique features of a company and its products is perceived by the target
market as significant and superior to the competition
a. Value chain
b. Competitive advantage
c. Productivity
d. Benchmarking
1.18 The competencies and skills that a firm employs to transform inputs into outputs
a. Transformation
b. Skilled labour
c. Technological resources
d. Organizational capabilities
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1.19 Spoiled meat served in a restaurant and weak sidewalls in an automobile tire would
be classified as
a. Aesthetic nonconformity
b. Critical defect
c. Major defect
d. Minor defect
1.20
markets.
a. Server
b. Offshore
c. Outpost
d. Lead
factories are established to supply specific national or regional
SECTION B
[10 MARKS]
QUESTION 2: INDICATE WHETHER THE STATEMENT IS TRUE/FALSE [1 X 10]
2.1 Focusing on a partial measure of productivity is preferable to total or multifactor
productivity measures.
2.2 Operational Capabilities must be built before a firm can understand customer wants
and needs.
2.3 Customers may not know what they want.
2.4 Interlinking is quantitative modeling of cause-and-effect relationships.
2.5 Productivity is more closely related to effectiveness than efficiency.
2.6 A value chain model can be considered a "cradle to grave".
2.7 It costs 3 to 5 times more to keep an existing customer than to acquire a new
customer.
2.8 Eventually, satisfiers become exciters/delighters.
2.9 Innovation does not necessarily involve practical application or commercialization.
2.10 Manufacturing costs are determined by product design.
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SECTION C
[50 MARKS]
QUESTION 3: ESSAY TYPE QUESTIONS AND COMPUTATIONS
3.1 Illustrate the strategic pursuit of companies in providing customer satisfaction
according to the Kano model by Professor Noriaki Kano? [10]
3.2 The philosophy and principles of the Theory of Constraints (TOC) are valuable in
understanding demand and capacity management. Discuss the Theory of Constraints
(TOC)? [10]
3.3 Use the information for Fredericks Trading cc provided in Exhibit 1 to answer
questions below;
Exhibit 1: Information for Fredericks Trading cc.
Unit Selling Price
Total Units Sold
Labor Hours
Labor Cost/Hour
Material Usage (Ibs.)
Material Cost/Ib.
Other Costs
FIRST
QUARTER
$17.00
12,000
10,000
$9.00
6,000
$13.00
$5,000
SECOND
QUARTER
$19.00
11,500
9,500
$9.00
5,500
$12.50
$3,000
a) Determine the total productivity for the First and Second Quarters (use dollar output
per dollar input)? [6]
b) In which quarter is Fredericks Trading cc more productive? [1]
c) What is the productivity change for Fredericks Trading cc in percentage? [3]
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3.4 Substantiate how operations management/business processes influences the five
major types of competitive priorities [10]
3.5 In lean thinking it is said that messy and disorganized workplaces waste time, energy,
and resources. Outline the 5S Principles used to create a clean and well-organized work
environment and distinguish between Lean and Six Sigma approaches? [10]