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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Principles of Operations Management | 15-20% | - Operations strategy alignment with organizational goals - Definition, scope and role of operations management - Value creation, efficiency and effectiveness - Linkages between operations, procurement and supply chain - Input-transformation-output model |
| Topic 2: Process Design, Planning and Improvement | 20-25% | - Process mapping, workflow and design principles - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Capacity planning, demand management and resource allocation - Benchmarking and process optimization - Forecasting, scheduling and inventory management |
| Topic 3: Quality Management and Performance Measurement | 15-20% | - Total Quality Management (TQM) concepts and application - Measuring efficiency, productivity and customer satisfaction - Quality standards: ISO 9000 series and related frameworks - Key Performance Indicators (KPIs) for operations - Quality control, assurance and improvement tools |
| Topic 4: Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed |
| Topic 5: Operational Risk, Sustainability and Ethics | 15-20% | - Sustainable operations: green practices, circular economy - ESG considerations in operational design and delivery - Identifying, assessing and mitigating operational risks - Ethical and responsible operations management |
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57. Frage
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 7?
Antwort: A
Begründung:
The correct answers are as follows:
58. Frage
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 2?
Antwort: C
Begründung:
The correct answers are as follows:
59. Frage
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 6?
Antwort: A
Begründung:
The correct answers are as follows:
60. Frage
Logan has recently been appointed to the position of Operations Manager within in IT firm. The CEO has charged Logan with improving the performance of the department, in particular, in ensuring that promises made to customers are kept. Logan is therefore prioritising KPIs for the team including the delivering of services on-time and customer retention.
Which of the 5 Performance Objectives of Operations Management is Logan focusing on?
Antwort: A
Begründung:
This is dependability because it relates to keeping promises to customers. This is from p.37.
61. Frage
Total Productive Maintenance and Just in Time are examples of Total Quality Management (TQM). Is this correct?
Antwort: D
Begründung:
The correct answer is 2. Firstly the statement is true TPM and JIT are examples of TQM- so discount options 3 and 4. Between 1 and 2 - 1 is incorrect as BPR is not a form of TQM but statistical process control is. This is from p.107. There are 6 types of TQM- do learn these all for the exam- it's known to come up frequently in the exam.
62. Frage
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