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| Section | Weight | Objectives |
|---|---|---|
| Lean, Agile and Responsive Operations | 15-20% | - Lean principles: waste elimination, value stream mapping - Application in manufacturing, service and public sectors - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile |
| 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 |
| Quality Management and Performance Measurement | 15-20% | - Quality control, assurance and improvement tools - Measuring efficiency, productivity and customer satisfaction - Quality standards: ISO 9000 series and related frameworks - Key Performance Indicators (KPIs) for operations - Total Quality Management (TQM) concepts and application |
| Process Design, Planning and Improvement | 20-25% | - Process mapping, workflow and design principles - Capacity planning, demand management and resource allocation - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Forecasting, scheduling and inventory management - Benchmarking and process optimization |
| Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Operations strategy alignment with organizational goals - Definition, scope and role of operations management - Linkages between operations, procurement and supply chain - Input-transformation-output model |
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NEW QUESTION # 120
George has recently been hired as the new Operations Manager at a cake factory. He has 10 years; experience but his most recent employment was as an Operations Manager in an accountancy firm. George believes that the skills and responsibilities of an Operations Manager is the same regardless of the organisation he works for. Which of the following would be one of these responsibilities? Select TWO
Answer: A,B
Explanation:
The correct answer is keep customers happy and create competitive advantage. This is from p.4 of the study guide. The key in this question is that you're looking for a universal responsibility for an Operations Manager- something that doesn't depend on the organisation. For this reason increase profits and managing a team are incorrect. Not every Ops Manager will be tasked to increase profits and not every Ops Manager will have direct line management responsibilities. The study guide states 'their key role is to guarantee that available resources and efficiently used in order to create competitive advantage for the organisation and keep customers satisfied'.
NEW QUESTION # 121
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?
Answer: B
Explanation:
Firstly, the sentence is False- BPR is more expensive than Kaizen- so discount options 1 and 2. Between 3 and 4, 4 is incorrect as BPR is quick and doesn't involve everyone. Kaizen is slow and involves everyone. Differences between BPR and Kaizen are on p.90 of the study guide.
NEW QUESTION # 122
Below are details of five companies who operate a Total Quality Management System (TQM). For each company, select the system used and identify which area of the Balanced Scorecard this relates to.
Company 1: The focus of this company is to gather real-time data to assess the quality of products created during the manufacturing process. There are tight budgets and reworking any defects will affect the bottom line.
Company 2: This company is concerned about how their products are received. They have recently completed market research focused on their client's feelings. The objective is now to improve the product's look and performance to meet these expectations.
Company 3: The focus of this company is defining the customer requirements and translating this into a high-quality specification and effective operational process.
Company 4: Within this company there is a group of 6 employees who meet regularly with the objective of reducing issues that arise in the manufacturing of products.
Complete the table below by listing the TQM System used and the relevant Balanced Scorecard criteria for each company. Each response should only be used once: Quality Circle, Statistical Process Control, Kansei Engineering, Quality Function Deployment, Finance Criteria, Business Process Criteria, Learning and Growth Criteria, Customer Criteria.
Which of the following will you put into box 3?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 123
Which of the following are basic performance objectives used for day-to-day operations and ensure staff are working towards tangible achievements? Select TWO
Answer: C,D
Explanation:
The 5 BASIC performance objectives (according to CIPS) are cost, quality, flexibility, speed and dependability. Customer Satisfaction and Operations Agility are objectives at the strategic level. See p.75
NEW QUESTION # 124
Operations Management is concerned with the management of resources in the production of tangible goods. Is this TRUE?
Answer: A
Explanation:
you can't touch or hold), also requires operations management. P.2
NEW QUESTION # 125
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