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| Section | Weight | Objectives |
|---|---|---|
| Quality Management and Performance Measurement | 15-20% | - Measuring efficiency, productivity and customer satisfaction - Quality standards: ISO 9000 series and related frameworks - Total Quality Management (TQM) concepts and application - Key Performance Indicators (KPIs) for operations - Quality control, assurance and improvement tools |
| Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Linkages between operations, procurement and supply chain - Operations strategy alignment with organizational goals - Input-transformation-output model - Definition, scope and role of operations management |
| Process Design, Planning and Improvement | 20-25% | - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Forecasting, scheduling and inventory management - Process mapping, workflow and design principles - Benchmarking and process optimization - Capacity planning, demand management and resource allocation |
| Operational Risk, Sustainability and Ethics | 15-20% | - Ethical and responsible operations management - Sustainable operations: green practices, circular economy - Identifying, assessing and mitigating operational risks - ESG considerations in operational design and delivery |
| Lean, Agile and Responsive Operations | 15-20% | - Application in manufacturing, service and public sectors - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile - Lean principles: waste elimination, value stream mapping |
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NEW QUESTION # 70
Bilal is an Operations Manager at an apple pie manufacturer and is currently undertaking an Aggregate Capacity Analysis.
What is the purpose of this?
Answer: A
Explanation:
Aggregate Capacity Analysis looks as medium-term capacity to see whether supply can match demand. This is from p.23. Aggregate means 'from a group or cluster' and therefore requires quite a few bits of data. For this reason option 1 is incorrect as this describes a very short term look at capacity analysis.
NEW QUESTION # 71
An Operations Manager is responsible for making many decisions. Which of the following would be a strategic decision made by an Operations Manager?
Answer: D
Explanation:
4 is the only strategic decision listed here. The other options are 'operations decisions' rather than 'strategic'. Strategic decisions influence the direction the company is going in and may have an effect on the long-term strategy of the company. Operational decisions are about ensuring everything runs smoothly and the Five Rights are achieved. This is from p.4-6 of the study guide.
NEW QUESTION # 72
Where a company produces many different but similar products, what is this dimension known as?
Answer: C
Explanation:
This is high variety. Variation is about fluctuations in demand. See p.49
NEW QUESTION # 73
Spotted Elephant Ltd is a confectionary manufacturer whose operations department is headed by Brian. Brian is looking into Total Quality Management and ways of implementing this in the factory. He is considering the introduction of Total Productive Maintenance. What would this involve?
Answer: A
Explanation:
2 is the correct answer. The Total Productive Maintenance approach is about ensuring machinery is always at fulloperating power. In order to do this, the machinery will need to be serviced more frequently. See p.109
NEW QUESTION # 74
Little Joy Ltd is a large company with several functional departments. Below are details of four departments. For each, you must decide which functional area of the business the department is, as well as the SERVQUAL Gap that each Department Lead is concerned with.
Department 1: This department is concerned with the creation of products. The products are created in line with BS EN 716-1 and undergo vigorous tests before they leave the factory. Many customers are unaware of the additional costs of testing to BS EN 716-1 and complain about the price of this product line.
Department 2: Other departments of the business are internal customers of this functional area and approach the Department Lead when they require something to be bought. Often the internal customers have unrealistic expectations of the timescales involved in the process and the Department Lead spends a lot of time explaining lead times and logistics.
Department 3: This functional area creates the budgets for the company and emails these to the Department Leads at the beginning of every quarter. Due to the complexity of the documents, other functional areas of the business often don't understand the information provided.
Department 4: This area of the business is concerned with revenue, which has recently slumped. The Department Lead is conducting market surveys to find out the reason for this.
Complete the table below by listing the Functional Area of the business, and the corresponding SERVQUAL Gap. Each response should only be used once: procurement, finance, sales, production, satisfaction gap, delivery gap, standards gap, communication gap.
Which of the following will you put into box 8?
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 75
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