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| Section | Weight | Objectives |
|---|---|---|
| Principles of Operations Management | 15-20% | - Operations strategy alignment with organizational goals - Input-transformation-output model - Linkages between operations, procurement and supply chain - Value creation, efficiency and effectiveness - Definition, scope and role of operations management |
| Lean, Agile and Responsive Operations | 15-20% | - Application in manufacturing, service and public sectors - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile |
| Operational Risk, Sustainability and Ethics | 15-20% | - ESG considerations in operational design and delivery - Ethical and responsible operations management - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy |
| Process Design, Planning and Improvement | 20-25% | - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Process mapping, workflow and design principles - Benchmarking and process optimization - Forecasting, scheduling and inventory management - Capacity planning, demand management and resource allocation |
| Quality Management and Performance Measurement | 15-20% | - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks - Measuring efficiency, productivity and customer satisfaction - Key Performance Indicators (KPIs) for operations - Total Quality Management (TQM) concepts and application |
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NEW QUESTION # 69
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 5?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 70
What is the name given to a person in an organisation who is competent in the Six-Sigma approach?
Answer: D
Explanation:
They're known as black belts (yes, like in martial arts). To gain a black belt in Six-Sigma you usually have to undergo a training course and have so many hours experience. See p.139.
NEW QUESTION # 71
In an organisation that uses Quality Assurance to ascertain whether a product meets the needs of a customer, which of the following are you likely to find?
Answer: D
Explanation:
In Quality Assurance you'll find staff proactively checking products for defects. P.116 explains the difference between Quality Assurance and TQM. The other three options are what you would find as part of TQM. The easy way to remember the difference is that QA is reactive - its about checking the products for defects once they're made, and TQM is about creating processes so that defects don't happen in the first place.
NEW QUESTION # 72
Which of the following are performance objectives which can be applied to the Operations department at any organisation? Select THREE
Answer: A,C,E
Explanation:
Dependability, quality and flexibility are universal performance criteria which can be applied to any organisation. This is taken from p.4 of the study guide where it talks about the 5 performance criteria set out by Slack and Brandon-Jones. The other two universal criteria are speed and cost. Cost reduction isn't universal- not every organisation will be concerned with reducing costs. The same with innovation- not every company needs to innovate. For example if you're a zip manufacturer who sells zips to the clothing industry- there is no need to innovate as your product will always be the same.
NEW QUESTION # 73
Which of the following are considered 'transformed resources' and an input into the Operations Process (input- processoutput)?
Select THREE
Answer: A,C,E
Explanation:
Customers, Raw Materials and Information are inputs. This is from p.44-45. Raw materials is the obvious one- it's the input in manufacturing and is transformed into a finished good. Information is an input in the service industry- for example a lawyer or an accountant requires information in order to prepare their case. Customers is the other correct answer and is an input in things like hairdressing (you can't cut hair without a customer's head!). Employees are considered transforming inputs not transformed resources (p.45). Money is also not an input as it isn't converted into an output.
NEW QUESTION # 74
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