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Operations Management 6th Edition Test Bank – Nigel Slack Operations Management 6th Edition Test Bank – Nigel Slack Operations Management 6th Edition Test Bank – Nigel Slack

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2 Answer: B
3 7) Operations typically differ in terms of volume of output, variety of output, variation in demand or the degree of 'visibility' (i.e. customer contact) that they give to customers of the production process. Please match the following element with the most appropriate of the above dimensions. Flexibility is most closely matched to: A) Variation B) Visibility C) Variety D) Volume Answer: C 8) Operations typically differ in terms of volume of output, variety of output, variation in demand or the degree of 'visibility' (i.e. customer contact) that they give to customers of the production process. Please match the following element with the most appropriate of the above dimensions. The demand pattern is most closely matched to: A) Volume B) Variation C) Visibility D) Variety Answer: B 9) Operations typically differ in terms of volume of output, variety of output, variation in demand or the degree of 'visibility' (i.e. customer contact) that they give to customers of the production process. Please match the following element with the most appropriate of the above dimensions. Low unit costs are most closely matched to: A) Variety B) Visibility C) Variation D) Volume Answer: D 10) Efficient operations management is irreconcilable with environmental considerations. A) True B) False Answer: B 11) High-volume operations do not include: A) Television manufacture B) A theme park C) A fast food restaurant D) A taxi service Answer: D 12) High-visibility operations do not include: A) Coffee bar B) Retail banking C) Internet retailer D) Clothes shop Answer: C
4 13) Operations can be classified according to their volume and variety of production as well as the degree of variation and visibility. Which of the following operations would be classified as high volume, low variety? A) A carpenter B) A fast food restaurant C) A bank front office D) A family doctor Answer: B 14) Which of the following activities is not a direct responsibility of operations management? A) Designing the operation's products, services and processes. B) Determining the exact mix of products and services that customers will want. C) Planning and controlling the operation. D) Developing an operations strategy for the operation. Answer: B 15) Which of the following is the least likely decision to be made by Operations Managers? A) Designing and improving the jobs of the workforce. B) How much capacity is required to balance demand. C) How to use quality techniques to reduce waste. D) Deciding which market areas to manufacture products for. E) Selecting the location and layout of a facility. Answer: D 16) Which of the following is NOT a transformed resource input in operations? A) Materials B) Facilities C) Customers D) Information Answer: B 17) Which of the following is a transforming input resource? A) Customers B) Information C) Staff D) None of the above Answer: C 18) Which of the following is a transformed input resource? A) Facilities B) Information C) Staff D) None of the above Answer: B 19) Which of the following is a responsibility for an Operations Manager? A) All of the below B) Ensuring delivery of goods or services C) Day-to-day running of the process D) Design the process Answer: A
5 20) Operations management is important to all business and operations managers have a similar set of responsibilities in all businesses. A) True B) False Answer: A 21) Which performance objectives do IKEA focus most on? A) Quality B) Cost C) Speed D) Flexibility Answer: B 22) What name is given to the arrangement of resources which are devoted to the production and delivery of products and service? A) The Production Function B) The Operations Function C) The Delivery Function D) The Product & Logistics Function Answer: B 23) What other names may be given to an operations manager? A) Administrative manager B) Fleet manager C) Store manager D) All of the above Answer: D 24) When was IKEA founded? A) 1970s B) 1960s C) 1950s D) 1940s Answer: C 25) Pret A Manger outlets receive deliveries of fresh sandwiches from a number of regional centres every day. A) True B) False Answer: B 26) Which of the following is true of effective operations? A) It can provide the basis for future innovation. B) It can reduce the amount of investment necessary to produce goods and service. C) It can reduce costs of producing goods and services. D) All of the above. Answer: D
6 27) Which of the following is NOT a response from operations to the changing business environment? A) Mass marketing B) Technologies replacing manual jobs C) Lean process design D) Flexible working patterns Answer: A 28) Which of the following is NOT true of the changing business environment in which operations management work? A) Demand for better quality B) More legal regulation C) Less ethical sensitivity D) More frequent product introduction Answer: C 29) The transforming and transformed resources that form the input to operations are called: A) Transformation resources B) Input resources C) Delivery resources D) Tangible resources Answer: B 30) Resources within an operation that are not immediately evident, such as relationships with suppliers, are called: A) Transient resources B) Intangible resources C) Ethereal resources D) Non-discreet resources Answer: B 31) Service processes that have a high number of transactions, often involving limited customization, are called: A) Low-complexity services B) Dual services C) Service runners D) Mass services Answer: D 32) An operation's ability to produce a wide range of products or services is called what? A) Package B) Customization profile C) Commodity range D) Mix flexibility Answer: D 33) All the activities involved in supplying a customer's order is called: A) Customer-focused process B) Order fulfilment C) Customer-driven operations D) Delivery Answer: B
7 34) The people and groups of people who have an interest in the operation and who may be influenced by, or influence, the operation's activities, are called: A) Operation owners B) Stakeholders C) Pressure groups D) Key accounts Answer: B 35) The amount of value-added activity that takes place in the presence of the customer is called: A) Visibility B) Variation C) Value-added D) Variety Answer: A 36) In an international aid charity, which function is likely to be responsible for developing new appeals campaigns? A) Product/Service Development B) Marketing C) Operations D) Human Resources Answer: A 37) In a furniture manufacturer, which function is likely to be responsible for determining pricing policies? A) Marketing and sales B) Operations C) Finance D) Product/Service Development Answer: A 38) In a fast food chain, which function is likely to be responsible for serving customers? A) Finance B) Operations C) Human resources D) Marketing and sales Answer: B 39) The decisions taken by an operations manager are the same for commercial and not-for-profit organisations. A) True B) False Answer: A 40) Which of the following is NOT a process input? A) Transported passengers for a train service B) Aircraft for an airline C) Sales staff for a department store D) Information for the police Answer: A
8 41) The dominant operation for a bank is: A) Processing information B) Processing customers C) Processing complaints D) Processing materials Answer: A 42) Which of the following predominantly process materials in their operations? A) Postal service B) Bank headquarters C) Market research company D) Hospitals Answer: A 43) In the case of crude oil producers, what term is used for any technical advice provided to their customers? A) Support service B) Facilitating services C) Value-added service D) Intangible benefit Answer: B 44) Which of the following is NOT an implication of high visibility? A) Time lag between production and consumption. B) High unit cost. C) Customer contact skills needed. D) Satisfaction governed by customer perception. Answer: A 45) Which of the following is an implication of low variety? A) Matching customer needs necessary B) High complexity C) Flexibility needed D) Low unit cost Answer: D 46) Which of the following is NOT an implication of high variation in demand? A) Changing capacity B) Anticipation is important C) Flexibility in workforce is needed D) Low unit cost Answer: D 47) What is the name of the model that describes operations in terms of their input resources, transforming processes and outputs of goods and services? A) Operational process model B) Transformation process model C) Five forces model D) Slack operations model Answer: B
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Operations Management 6th Edition Test Bank – Nigel Slack

  • 1. Operations Management 6th Edition Test Bank – Nigel Slack download https://testbankmall.com/product/operations-management-6th- edition-test-bank-nigel-slack/ Find test banks or solution manuals at testbankmall.com today!
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  • 6. 3 7) Operations typically differ in terms of volume of output, variety of output, variation in demand or the degree of 'visibility' (i.e. customer contact) that they give to customers of the production process. Please match the following element with the most appropriate of the above dimensions. Flexibility is most closely matched to: A) Variation B) Visibility C) Variety D) Volume Answer: C 8) Operations typically differ in terms of volume of output, variety of output, variation in demand or the degree of 'visibility' (i.e. customer contact) that they give to customers of the production process. Please match the following element with the most appropriate of the above dimensions. The demand pattern is most closely matched to: A) Volume B) Variation C) Visibility D) Variety Answer: B 9) Operations typically differ in terms of volume of output, variety of output, variation in demand or the degree of 'visibility' (i.e. customer contact) that they give to customers of the production process. Please match the following element with the most appropriate of the above dimensions. Low unit costs are most closely matched to: A) Variety B) Visibility C) Variation D) Volume Answer: D 10) Efficient operations management is irreconcilable with environmental considerations. A) True B) False Answer: B 11) High-volume operations do not include: A) Television manufacture B) A theme park C) A fast food restaurant D) A taxi service Answer: D 12) High-visibility operations do not include: A) Coffee bar B) Retail banking C) Internet retailer D) Clothes shop Answer: C
  • 7. 4 13) Operations can be classified according to their volume and variety of production as well as the degree of variation and visibility. Which of the following operations would be classified as high volume, low variety? A) A carpenter B) A fast food restaurant C) A bank front office D) A family doctor Answer: B 14) Which of the following activities is not a direct responsibility of operations management? A) Designing the operation's products, services and processes. B) Determining the exact mix of products and services that customers will want. C) Planning and controlling the operation. D) Developing an operations strategy for the operation. Answer: B 15) Which of the following is the least likely decision to be made by Operations Managers? A) Designing and improving the jobs of the workforce. B) How much capacity is required to balance demand. C) How to use quality techniques to reduce waste. D) Deciding which market areas to manufacture products for. E) Selecting the location and layout of a facility. Answer: D 16) Which of the following is NOT a transformed resource input in operations? A) Materials B) Facilities C) Customers D) Information Answer: B 17) Which of the following is a transforming input resource? A) Customers B) Information C) Staff D) None of the above Answer: C 18) Which of the following is a transformed input resource? A) Facilities B) Information C) Staff D) None of the above Answer: B 19) Which of the following is a responsibility for an Operations Manager? A) All of the below B) Ensuring delivery of goods or services C) Day-to-day running of the process D) Design the process Answer: A
  • 8. 5 20) Operations management is important to all business and operations managers have a similar set of responsibilities in all businesses. A) True B) False Answer: A 21) Which performance objectives do IKEA focus most on? A) Quality B) Cost C) Speed D) Flexibility Answer: B 22) What name is given to the arrangement of resources which are devoted to the production and delivery of products and service? A) The Production Function B) The Operations Function C) The Delivery Function D) The Product & Logistics Function Answer: B 23) What other names may be given to an operations manager? A) Administrative manager B) Fleet manager C) Store manager D) All of the above Answer: D 24) When was IKEA founded? A) 1970s B) 1960s C) 1950s D) 1940s Answer: C 25) Pret A Manger outlets receive deliveries of fresh sandwiches from a number of regional centres every day. A) True B) False Answer: B 26) Which of the following is true of effective operations? A) It can provide the basis for future innovation. B) It can reduce the amount of investment necessary to produce goods and service. C) It can reduce costs of producing goods and services. D) All of the above. Answer: D
  • 9. 6 27) Which of the following is NOT a response from operations to the changing business environment? A) Mass marketing B) Technologies replacing manual jobs C) Lean process design D) Flexible working patterns Answer: A 28) Which of the following is NOT true of the changing business environment in which operations management work? A) Demand for better quality B) More legal regulation C) Less ethical sensitivity D) More frequent product introduction Answer: C 29) The transforming and transformed resources that form the input to operations are called: A) Transformation resources B) Input resources C) Delivery resources D) Tangible resources Answer: B 30) Resources within an operation that are not immediately evident, such as relationships with suppliers, are called: A) Transient resources B) Intangible resources C) Ethereal resources D) Non-discreet resources Answer: B 31) Service processes that have a high number of transactions, often involving limited customization, are called: A) Low-complexity services B) Dual services C) Service runners D) Mass services Answer: D 32) An operation's ability to produce a wide range of products or services is called what? A) Package B) Customization profile C) Commodity range D) Mix flexibility Answer: D 33) All the activities involved in supplying a customer's order is called: A) Customer-focused process B) Order fulfilment C) Customer-driven operations D) Delivery Answer: B
  • 10. 7 34) The people and groups of people who have an interest in the operation and who may be influenced by, or influence, the operation's activities, are called: A) Operation owners B) Stakeholders C) Pressure groups D) Key accounts Answer: B 35) The amount of value-added activity that takes place in the presence of the customer is called: A) Visibility B) Variation C) Value-added D) Variety Answer: A 36) In an international aid charity, which function is likely to be responsible for developing new appeals campaigns? A) Product/Service Development B) Marketing C) Operations D) Human Resources Answer: A 37) In a furniture manufacturer, which function is likely to be responsible for determining pricing policies? A) Marketing and sales B) Operations C) Finance D) Product/Service Development Answer: A 38) In a fast food chain, which function is likely to be responsible for serving customers? A) Finance B) Operations C) Human resources D) Marketing and sales Answer: B 39) The decisions taken by an operations manager are the same for commercial and not-for-profit organisations. A) True B) False Answer: A 40) Which of the following is NOT a process input? A) Transported passengers for a train service B) Aircraft for an airline C) Sales staff for a department store D) Information for the police Answer: A
  • 11. 8 41) The dominant operation for a bank is: A) Processing information B) Processing customers C) Processing complaints D) Processing materials Answer: A 42) Which of the following predominantly process materials in their operations? A) Postal service B) Bank headquarters C) Market research company D) Hospitals Answer: A 43) In the case of crude oil producers, what term is used for any technical advice provided to their customers? A) Support service B) Facilitating services C) Value-added service D) Intangible benefit Answer: B 44) Which of the following is NOT an implication of high visibility? A) Time lag between production and consumption. B) High unit cost. C) Customer contact skills needed. D) Satisfaction governed by customer perception. Answer: A 45) Which of the following is an implication of low variety? A) Matching customer needs necessary B) High complexity C) Flexibility needed D) Low unit cost Answer: D 46) Which of the following is NOT an implication of high variation in demand? A) Changing capacity B) Anticipation is important C) Flexibility in workforce is needed D) Low unit cost Answer: D 47) What is the name of the model that describes operations in terms of their input resources, transforming processes and outputs of goods and services? A) Operational process model B) Transformation process model C) Five forces model D) Slack operations model Answer: B
  • 12. Random documents with unrelated content Scribd suggests to you:
  • 13. HARROD’S LIMITED LONDON. S.W. The “HARROD” Knife Cleaner. Manufactured expressly for the Company of the best material; and can be thoroughly recommended. Knives should be thoroughly washed and all grease removed before being put into the knife machine. We recommend the “Savandle” Washer for the purpose. Low Stand. 1st Quality Guaranteed. 2nd Quality Reliable Make 3 Knife, including Carver £2 7 0 £1 18 6 4 ,, ,, ,, 3 6 0 2 8 6 5 ,, ,, ,, 4 12 6 3 11 6 6 ,, ,, ,, 7 2 6 5 2 0 Mounted on High Stand. 3 ,, ,, ,, 2 16 0 2 12 6 4 ,, ,, ,, 3 15 3 3 3 6 5 ,, ,, ,, 5 12 0 4 8 6 6 ,, ,, ,, 7 12 0 5 13 0 Kent’s Patent Knife Machines. 3 Knife, including Carver, Low Stand £2 9 6 4 3 7 6
  • 14. 4 ,, ,, ,, ,, 3 7 6 5 ,, ,, ,, ,, 5 3 6 6 ,, ,, ,, ,, 7 8 6 3 ,, ,, ,, High Stand 2 18 6 4 ,, ,, ,, ,, 3 16 6 5 ,, ,, ,, ,, 6 1 6 6 ,, ,, ,, ,, 7 17 6
  • 15. HARRODS Ltd BROMPTON ROAD LONDON SPECIALLY PREPARED FLOUR EMERY POWDER FOR KNIFE MACHINES Specially Prepared Emery, for use with all Knife Machines. Per Tin, 0/10½, 1/9 Japanned Knife Dipper, for scalding knives without immersing the handles. Price, 2/6
  • 16. Knight’s Patent “Tiny” Knife Machine. This Machine is one of the Best Small Knife Cleaners now on the Market. Cleans the finest cutlery without injury. Packed in box complete, with Clamp and box of Knife Powder. Price: Tiny, 10/6; No. 1, 14/6; No. 2, 17/3; No. 3, 20/6; No. 4, 25/0. New Rollers for Knight’s Knife Machine, Price: Tiny, 4/6; No. 1, 6/11; No. 2, 7/3; No. 3, 9/3; No. 4, 10/0 per pair. Extra Charge for fitting same to machines. No. I R 1353. Basting Ladle with Tinned Iron Handle. 17 in., 1/1; 19 in., 1/3; 22 in., 1/6; 25 in., 2/4 each. No. I R 1285. Cook’s Ladle. 0, 3½, 4, 4½ in. 0/3½ 0/4 0/4½ 0/5½ each.
  • 17. Lavatory Brush No. I R 27. Lavatory Brush Holder. Japanned White and Gold, with loose China lining. Price, 4/6 Lavatory Brush No. I R 28. Lavatory Brush Holder. Japanned White and Gold, with loose China lining. Price, 8/6 each. POST DELIVERY MEMORANDUM NOTES No. I R 663. Letter Cage, Japanned Black and lettered. 1, 2, 3, 4 Compartments. 1/4, 1/8, 2/2, 2/9 each. KING No. I R 1013. The King Lemon Squeezer, Japanned Iron, 1/4 each.
  • 18. Single Knife Tray. 14½ in. 1/3 15½ in. 1/6 18 in. 1/9 Best Quality. 16 in. 1/9 17 in. 2/2 18 in. 2/5 Double Knife Tray. 16½ in. long, 9 in. wide, 2/3 Extra Strong Knife Tray. 14 in. 4/2 16 in. 4/9 Wicker Knife Basket, for dirty knives. Tin lined, 14 in. 3/3 16 in. 3/9 [1035] LOCKS.
  • 19. No. I R 42. Yale Rim Latch, Iron Case, Old Copper Finish, with 3 keys, 5/9 each. No. I R 52. Do. do. Solid Bronze, 11/9 each. YALE Y & T YALE & TOWNE MFG CO STAMFORD CONN. U.S.A YALE PARACENTRIC 50,000 PAT’D NOV.2.1891 JULY 28 AUG.11.1891 No. I R 742. Yale Rim Latch, Japanned Case, 3 in. × 4 in. × 1¼ in., with 3 Keys, 8/3 each. No. I R 752. Do., do., do., solid Bronze, Case polished, 18/6.
  • 20. YALE YALE PARACENTRIC 50,000 No. I R 5101. Brass Yale Rim Cupboard Lock. Diameter of cylinder ⅞ in. No. 5101. Size of Case, 1⅝ × 1¼ in. For doors, ¾ in. thick, backset, ⅝ in., 5/3 No. 5103. Size of Case, 1⅝ × 1½ in. For doors, ⅞ in. thick, backset, ⅝ in., 5/3 YALE & TOWNE MFG CO STAMFORD CONN. U.S.A YALE YALE & TOWNE MFG CO STAMFORD CONN. U.S.A No. I R 563. Yale Padlock, 1½ in., with 2 Keys, 1/9 each. No. I R 565. Do., do., do., 2 in., 2/0 each.
  • 21. YALE & TOWNE MFG CO YALE YALE & TOWNE STAMFORD CONN. U.S.A No. I R 843. Bronze Yale Padlock, with Solid Cast Bronze Shackle and 2 Keys. ¾ 1 1¼ 1½ 1¾ in. 4/6 3/1 3/4 3/10 4/3 YALE YALE & TOWNE MFG CO STAMFORD CONN. U.S.A YALE PARACENTRIC 50,000 PAT’D NOV.2.1891 JULY 28 AUG.11.1891 No. I R 850. Yale Padlock, 2 in., Nickel Plated Pin Tumbler Mechanism, 2 Keys, 6/9. H & S L 4-LEVER TIGER M.L.Co.PHILA.U.S.A. No. I R 3819. The “Tiger” Padlock. Black, 4 Lever, 2 Keys. 1 in., 0/10, 2 in., 1/0.
  • 22. IMPROVED HAND MADE LEVER TRADE MARK UNION No. I R 108c. Strong Brass Padlock, 2 Lever with Brass Shackle. 1¼ in. 1/0, 1½ in. 1/2, 1¾ in. 1/4 No. IR 162. Best Cast Brass Padlock, 4 Lever, 2 Keys, with covered keyhole. 1½ in. 2/0, 1¾ in. 2/4, 2 in. 2/7 YALE No. I R 813¼. Bronze Yale Padlock, 1 in., with 15 in. Steel Safety Chain, 3/6 No. I R 813¾. Ditto, with 30 in. Steel Safety Chain, 4/3
  • 23. CHUBB’S NEW PATENT Chubb’s New Patent Front Door Latch, including 2 Keys, Handle and Screws, 10/6 each. Bramah Patent Night Latch, 12/6 TRADE MARK UNION No. I R 3609. Japanned Iron Padlock, 2 in. 0/10, 2¼ in. 1/0, 2½ in. 1/2 No. I R 4655G. Galvanised Iron Padlock, Extra Strong, 2 Keys,. 2 Lever. 2 in. 1/5, 2¼ in. 1/7, 2½ in. 1/9
  • 24. No. I R 3721. Brass Double Handed Cupboard Lock, 4 Lever, 2 in. 1/5, 2½ in. 1/7, 3 in. 1/9 No. I R 3719. Ditto, ditto 2 Lever, 2 in. 1/1, 2½ in. 1/2, 3 in. 1/4 No. I R 4155. Night Latch, Strong Iron Case, with 2 Keys complete, 1/11 No. I R 5121. Night Latch, Extra Strong Iron Case, 4 Levers and 2 Special Small Bitt Keys, 3/9
  • 25. No. I R 1761. Strong Rim Lock, Japanned Case, Brass Bushed, complete with furniture, 6 in. 2/0, 7 in. 2/6 No. I R 2827. Ditto, ditto 2 Levers, Brass Bolts. Complete with drilled through Furniture, 6 in. 3/3, 7 in. 3/9 S U L S V D N V A G A X H & S L No. 5784. Letter Padlock, all brass rollers, with Steel Shackle. 3 4 5 6 roller. 0/10 1/2 1/4 1/6 CONCHAS OPEN CLOSED No. I R 658. Cigar Box Lock Nickel Plated, 1/10
  • 26. Prices subject to market fluctuations. [1036] MEAT SCREENS, Etc.
  • 27. Elliptic Meat Screens, with 2 Shelves. 3 ft. 9 in. 4 ft. 4 ft. 3 in. 4 ft. 6 in. 5 ft. 47/6 56/9 62/6 69/6 99/6 Painting and Graining above, extra as under: 12/0 13/3 14/6 15/9 17/0 Square Screens. With Sliding Doors, Two Shelves, and Hot Closet. Tin Lined, procured to order. 4 ft. 6 in. wide, 5 ft. high, 16 in. deep £8 6 6 5 ft. wide, 5 ft. high, 16 in. deep 9 7 6 5 ft. 6 in. wide, 5 ft. high, 16 in. deep 10 10 0 Painting and Graining, 25/0, 28/9, and 33/6 extra
  • 28. HOT CLOSET Elliptic Screen. One Shelf. Hot Closet, and Lock to Door. Height Depth Price 3 ft. 6 in. × 4 ft. 16 in. 63/0 3 ft. 9 in. × 4 ft. 16 in. 69/6 4 ft. × 4 ft. 16 in. 73/0 4 ft. 3 in. × 4 ft. 3 in. 16 in. 77/0 4 ft. 6 in. × 4 ft. 3 in. 16 in. 83/6
  • 29. Tin Meat Screen for Bottle Jack. Best quality, extra strong. 19 in. 21 in. 24 in. 13/9 16/6 24/9 Bottle Jacks. 25 30 40 56 lb. 12/0 13/0 15/0 16/6 Meat Safes, Japanned Iron. One Shelf. Lock and Key. Blue wire sides. 18 in. 20 in. 22 in. 24 in. 17/0 19/11 22/11 27/9
  • 30. The Ever Shut Patent Meat Safe, with two compartments. The covers are so hinged that they cannot be left open. Will stand on a shelf or hang on the wall. Japanned metal throughout; with 3 White Enamelled Meat Trays. Size, 21½ × 15½ at base. Height of first compartment, 10½ in. Total height, 20 in. Price complete, 18/0; if without dishes, 15/6.
  • 31. No. I R 3000. Meat Safe, Japanned Oak, with perforated metal sides, Lock and Key. Width Depth Height Price No. 1 13½ in. 11 in. 20 in. 7/0 ,, 2 16 in. 13½ in. 24 in. 10/6 ,, 3 19¼ in. 16½ in. 28 in. 13/9 ,, 4 22½ in. 20 in. 32 in. 18/6
  • 32. Duck Press, Nickel-plated, as design, £3 12 6 Larger size, best quality, Silver-plated, £12 12 0 Meat Juice Presses. Iron with Enamel Receiver. Approximate capacity. 1 1½ 2 3 pints. 5/9 6/3 7/9 9/0 No. I R 500. All Metal Rustless Meat Safe (British make) Made of Tinned Steel and painted Celeste Blue. Height Width Depth Price 20 in. 14 in. 11 in. 10/9 24 in. 17 in. 14 in. 13/6 28 in. 20 in. 17 in. 16/9 32 in. 24 in. 21 in. 18/9
  • 33. Perfect Mayonnaise Mixer Mayonnaise Mixer, for the preparation of Mayonnaise for Lobster, Shrimps, Italian Salad, Tomatoes, etc. 7 in. 8 in. 9½ in. 2/6 3/0 3/6 Enamelled Basin, Metal Top and Funnel.
  • 34. The “Hercules” Meat Juice Press extracts more juice from a given quantity than any other system. Specially recommended for invalids. Nickel Plated, 9/6, 15/6, 19/6, 27/6 Meat Saws, 8 in., 1/6; 10 in., 1/9 12 in., 1/11; 14 in., 2/1 Better quality, 8 in., 1/11; 10 in., 2/1; 12 in., 2/5; 14 in., 2/10 The Enterprise Mincer or Food Chopper, with Inside Cutting Knife. No. 5. No. 10 3/11 4/10 Ditto, with Outside Cutter. No. 501. No. 602. 3/6 3/9
  • 35. FOLLOWS & BATES LD PATENT MARMALADE CUTTER MANCHESTER Marmalade Cutter. The only machine that will cut Oranges and Lemons into uniform slices for making Marmalade at home. Cuts three oranges per minute, 14/3 The “Magic.” Lighter and Smaller Make, 8/3 No. 1 NYE & Co LONDON Nye’s Patent Mincing and Sausage Machine. No. 1. 20/0; No. 2. 28/0; No. 3. 42/0 The “Crown” Mincer. No.1 6/9 ,, 2 9/9 ,, 3 13/6
  • 36. SHOWING HOW THEY CHOP SPONG’S GENERAL CHOPPER Spong’s General Meat Chopper, with 5 discs. Will chop all kinds of food. Chops 1, 2, to 3 lbs. per minute. No. 3 Machine has only 3 Cutters. Nos. 3 5 10 15 3/8 4/8 5/2 8/2 Extra Discs. Nos. 5 10 15 0/6 0/6 0/9 Ex. Fine 1/0 1/0 1/9 Measures. Tin, Stamped ½ pt. 1 pt. 2 pt. 4 pt. 0/8 0/10 1/0 1/7 0 1 3 ? 5 [1037]
  • 37. MOULDS, COPPER. PURE TINNED INSIDE ONLY. Copper Step Mould. 1⅜ 2¾ 3⅝ 4¼ 5⅜ in. dia. 2½ 3 4½ 5 7 ,, high. 1/7 2/2 2/11 3/9 4/8 No. I R 643. Round Copper Mould. 1½ pints, 9/9 No. I R 501. Round Copper Mould. 1½ pints, 7/3 No. I R 106. Oval Copper Mould. 2 pints 9/9 No. I R 249. Round Copper Mould. 2½ pints 8/6 No. I R 486. Round Copper Mould. 1 pint 5/0
  • 38. No. I R 480. Round Copper Mould. 1¼ pints 6/3 No. I R 563. Round Copper Mould. 1¾ pints 6/9 No. I R 481. Round Copper Mould. 1 pint 6/9 No. I R 562. Round Copper Mould. 1½ pints 4/1 No. 490. Round Copper Border Mould. 1½ pints 8/9 No. I R 1999. Round Copper Mould with pipe. 1¼ pints, 6/3
  • 39. Dome Top Mould with Cover and Screw. 3½ in. 5/3 4 ,, 5/8 4½ ,, 6/3 4¾ ,, 6/8 5 ,, 6/11 Linings for do. 2/11 extra. Round Charlotte Mould 3 3½ 4 4¼ 4½ 5 in. 1/4½ 1/7 1/11 2/1 2/3 2/8 Mid Timbale Mould. 5 5½ in. 3/2 3/6 No. I R 558. Round Copper Mould. 1 pint 4/3 No. I R 525. Round Copper Border Mould. 1½ pints 8/6 No. I R 2036. Round Copper Mould for 2 persons, 1/6 each. Ditto for 1 person, 1/3
  • 40. No. I R 2012. Round Copper Mould, ¾ pint 5/3, 1¼ pints, 5/9 Plain Copper Dariols. 1½ 1⅝ 1¾ 2 in. 5/0 5/8 6/8 7/11 doz Spiral Mould, with Cover & Screw, 4½ in. 9/9 Cone Ice Mould. 7 in. high, 4 in. diameter. Tinned inside and out, 6/9 No. I R 489. Round Copper Mould. 1½ pints 6/11 No. I R 2029. Round Copper Border Mould. 6¼ in. 6/3
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