MGT 6311
Graduate Management
Final Exam
MBA/Graduate Business Competency Assessment
Operations | Strategy | Leadership | Finance
Project Management | Ethics | Analytics | Innovation
2026/2027 Edition
75 Questions | Multiple-Choice & Case-Based
Testing Time: 120–150 Minutes | Passing Score: 70–75%
AACSB Learning Standards Aligned
.
,Table of Contents
Section 1: Operations & Supply Chain Management (Q1–10)
Section 2: Strategic Management (Q11–20)
Section 3: Organizational Behavior & Leadership (Q21–28)
Section 4: Financial Decision-Making for Managers (Q29–34)
Section 5: Project Management Fundamentals (Q35–38)
Section 6: Ethics & Corporate Social Responsibility (Q39–46)
Section 7: Data Analytics & Decision Models (Q47–54)
Section 8: Technology & Innovation Management (Q55–63)
Section 9: Scenario-Based Strategic Decision-Making (Q64–75)
Answer Key Summary
, Section 1: Operations & Supply Chain Management (Q1–10)
1. A manufacturing workstation has 120 units of work-in-process (WIP) and a throughput
rate of 10 units per hour. Using Little's Law (L = λW), what is the average cycle time for a
unit passing through this workstation?
A) 10 hours
B) 12 hours
C) 110 hours
D) 1,200 hours
Rationale: Little's Law states that long-term average inventory (L) equals throughput rate (λ)
multiplied by average flow time (W). Rearranging: W = L / λ = = 12 hours. This relationship
holds for any stable queuing system and is foundational to operations management for linking WIP,
throughput, and lead time.
2. A production line has four workstations with cycle times of 3 min, 7 min, 4 min, and 5
min respectively. Which workstation is the bottleneck, and what is the system's maximum
throughput per 8-hour shift?
A) Workstation B (7 min); throughput ≈ 69 units/shift
B) Workstation B (7 min); throughput ≈ 114 units/shift
C) Workstation D (5 min); throughput ≈ 96 units/shift
D) Workstation A (3 min); throughput ≈ 160 units/shift
Rationale: The bottleneck is the workstation with the longest cycle time, which is Workstation B at 7
minutes per unit. This determines the system's maximum throughput: 480 minutes / 7 minutes per
unit ≈ 68.6, so about 69 units per 8-hour shift. The bottleneck constraint governs the capacity of the
entire line.
3. A factory has a design capacity of 500 units/day and currently produces 400 units/day.
However, due to scheduled maintenance and setups, its effective capacity is only 450
units/day. What is the capacity utilization based on design capacity, and what does this
indicate?
A) 80% utilization; the factory is significantly underutilized and should reduce its workforce
B) 80% utilization; reasonable performance given the effective capacity gap of 450
units/day
C) 88.9% utilization; the factory is operating near its effective capacity ceiling
D) 90% utilization; the factory is nearly at full effective capacity with minimal room for
improvement
Rationale: Capacity utilization = actual output / design capacity = = 80%. While 80% of
design capacity is used, the factory is actually operating at = 88.9% of its effective
capacity, meaning there is only limited room to increase output without expanding effective capacity
through measures like reducing setup times or improving maintenance scheduling.
4. Which combination of lean manufacturing tools is most directly aimed at eliminating
the eight types of waste (muda) while fostering a culture of continuous improvement?
A) MRP (Material Requirements Planning), CPFR (Collaborative Planning), and safety stock
optimization
B) 5S workplace organization, value stream mapping, and kaizen events
C) Statistical process control, acceptance sampling, and Taguchi methods
D) Linear programming, EOQ models, and aggregate planning
Graduate Management
Final Exam
MBA/Graduate Business Competency Assessment
Operations | Strategy | Leadership | Finance
Project Management | Ethics | Analytics | Innovation
2026/2027 Edition
75 Questions | Multiple-Choice & Case-Based
Testing Time: 120–150 Minutes | Passing Score: 70–75%
AACSB Learning Standards Aligned
.
,Table of Contents
Section 1: Operations & Supply Chain Management (Q1–10)
Section 2: Strategic Management (Q11–20)
Section 3: Organizational Behavior & Leadership (Q21–28)
Section 4: Financial Decision-Making for Managers (Q29–34)
Section 5: Project Management Fundamentals (Q35–38)
Section 6: Ethics & Corporate Social Responsibility (Q39–46)
Section 7: Data Analytics & Decision Models (Q47–54)
Section 8: Technology & Innovation Management (Q55–63)
Section 9: Scenario-Based Strategic Decision-Making (Q64–75)
Answer Key Summary
, Section 1: Operations & Supply Chain Management (Q1–10)
1. A manufacturing workstation has 120 units of work-in-process (WIP) and a throughput
rate of 10 units per hour. Using Little's Law (L = λW), what is the average cycle time for a
unit passing through this workstation?
A) 10 hours
B) 12 hours
C) 110 hours
D) 1,200 hours
Rationale: Little's Law states that long-term average inventory (L) equals throughput rate (λ)
multiplied by average flow time (W). Rearranging: W = L / λ = = 12 hours. This relationship
holds for any stable queuing system and is foundational to operations management for linking WIP,
throughput, and lead time.
2. A production line has four workstations with cycle times of 3 min, 7 min, 4 min, and 5
min respectively. Which workstation is the bottleneck, and what is the system's maximum
throughput per 8-hour shift?
A) Workstation B (7 min); throughput ≈ 69 units/shift
B) Workstation B (7 min); throughput ≈ 114 units/shift
C) Workstation D (5 min); throughput ≈ 96 units/shift
D) Workstation A (3 min); throughput ≈ 160 units/shift
Rationale: The bottleneck is the workstation with the longest cycle time, which is Workstation B at 7
minutes per unit. This determines the system's maximum throughput: 480 minutes / 7 minutes per
unit ≈ 68.6, so about 69 units per 8-hour shift. The bottleneck constraint governs the capacity of the
entire line.
3. A factory has a design capacity of 500 units/day and currently produces 400 units/day.
However, due to scheduled maintenance and setups, its effective capacity is only 450
units/day. What is the capacity utilization based on design capacity, and what does this
indicate?
A) 80% utilization; the factory is significantly underutilized and should reduce its workforce
B) 80% utilization; reasonable performance given the effective capacity gap of 450
units/day
C) 88.9% utilization; the factory is operating near its effective capacity ceiling
D) 90% utilization; the factory is nearly at full effective capacity with minimal room for
improvement
Rationale: Capacity utilization = actual output / design capacity = = 80%. While 80% of
design capacity is used, the factory is actually operating at = 88.9% of its effective
capacity, meaning there is only limited room to increase output without expanding effective capacity
through measures like reducing setup times or improving maintenance scheduling.
4. Which combination of lean manufacturing tools is most directly aimed at eliminating
the eight types of waste (muda) while fostering a culture of continuous improvement?
A) MRP (Material Requirements Planning), CPFR (Collaborative Planning), and safety stock
optimization
B) 5S workplace organization, value stream mapping, and kaizen events
C) Statistical process control, acceptance sampling, and Taguchi methods
D) Linear programming, EOQ models, and aggregate planning
