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| Section | Weight | Objectives |
|---|---|---|
| Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Agile approaches: flexibility, responsiveness and speed - Lean principles: waste elimination, value stream mapping - Application in manufacturing, service and public sectors |
| Process Design, Planning and Improvement | 20-25% | - Forecasting, scheduling and inventory management - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Benchmarking and process optimization - Capacity planning, demand management and resource allocation - Process mapping, workflow and design principles |
| Operational Risk, Sustainability and Ethics | 15-20% | - ESG considerations in operational design and delivery - Identifying, assessing and mitigating operational risks - Ethical and responsible operations management - Sustainable operations: green practices, circular economy |
| Principles of Operations Management | 15-20% | - Input-transformation-output model - Definition, scope and role of operations management - Operations strategy alignment with organizational goals - Value creation, efficiency and effectiveness - Linkages between operations, procurement and supply chain |
| Quality Management and Performance Measurement | 15-20% | - Total Quality Management (TQM) concepts and application - Key Performance Indicators (KPIs) for operations - Quality control, assurance and improvement tools - Measuring efficiency, productivity and customer satisfaction - Quality standards: ISO 9000 series and related frameworks |
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NEW QUESTION # 46
Barry is a Hotel Manager and is keen to understand where his business is failing. He has asked his staff to conduct a number of different techniques to uncover failures within the service. Of those listed below, which of the following would provide Barry with answers the quickest? Select TWO
Answer: B,D
Explanation:
In-process checks and machine diagnostic checks provide answers the quickest as these are conducted DURING processes. Surveys and Point-of-departure interviews are conducted AFTER guests have left- so there is a time-delay here. They're also more resource- intensive. See p.96 for a list of techniques that can be used by a company to uncover failures.
NEW QUESTION # 47
Below are details of 4 local manufacturing companies. For each company you must decide what the main objective is for the organisation and what layout their manufacturing plant has.
Company 1: This company creates large, delicate products which are hard to move. The main aim of the company is to stand out from competitors due to the superior level of materials used and by using the latest forms of technology to create the items.
Company 2: This company produces 72 different items and has designated zones within its premises for the creation of each item. The zones are organised based on the technology used and some products may be passed between different zones to be completed. The company creates many different items in response to changing customer demands, with many product lines only lasting a single season.
Company 3: Company 3 creates one product which flows along a single production line, with staff members adding to the product on four different occasions. The company must produce a high volume of this singular product in order to break even. Therefore, there is always a steady flow of items through the plant and it is important there is no stoppage in production.
Company 4: This company produces small batches of products, as and when they are ordered by customers. Due to uncertainty in demand, a high profit margin is added to the cost of each item. Teams in the factory are grouped into different areas depending on the technological process they are using.
Complete the table below by listing the objective criteria and plant layout for each company. Each response should only be used once: flexibility, speed, quality, cost, functional layout, cell layout, product layout, fixed-position layout
Which of the following will you put into box 3?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 48
Performance Benchmarking is a form of what type of benchmarking?
Answer: C
Explanation:
Performance Benchmarking is an internal form of benchmarking where you compare the performance of 2 different departments against each other. This is from p.82.
NEW QUESTION # 49
The Public Sector only provides Services not Goods. Is this TRUE?
Answer: D
Explanation:
The statement is not true. The Public Sector can provide both goods and services. The study guide gives the example of Uganda, where the government produces bread and sugar and provides this at a subsidised rate to citizens. Most countries' Public Sector also provides services such as education and transport. Therefore option 3 is correct. P.65
NEW QUESTION # 50
Isobel is an Operations Manager at a plastics company and is conducting a Failure Mode and Effective Analysis (FMEA) on some products that the company manufactures. Which of the following areas would malfunctions be detected in when conducting a FMEA? Select TWO
Answer: C,D
Explanation:
FMEA is categorised into two parts; design and process. This is from p.97
NEW QUESTION # 51
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