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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: 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 |
| Topic 2: Process Design, Planning and Improvement | 20-25% | - Benchmarking and process optimization - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Forecasting, scheduling and inventory management - Process mapping, workflow and design principles - Capacity planning, demand management and resource allocation |
| Topic 3: Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors - Agile approaches: flexibility, responsiveness and speed - Lean principles: waste elimination, value stream mapping |
| Topic 4: Principles of Operations Management | 15-20% | - Operations strategy alignment with organizational goals - Input-transformation-output model - Definition, scope and role of operations management - Value creation, efficiency and effectiveness - Linkages between operations, procurement and supply chain |
| Topic 5: 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 - Quality control, assurance and improvement tools - Key Performance Indicators (KPIs) for operations |
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NEW QUESTION # 67
Shireen is an Operations Manager at a cake factory. She has been asked by her manager to create a list of the transforming resources used within the factory. Which of the following would appear on her list? Select TWO
Answer: A,B
Explanation:
Employees and Facilities are 'transforming resources'. Raw Materials and Information are 'transformed resources'. TransformING means they do the work of converting something into something else. TransformED means they change into something. See p.45 of the study guide for more information on this.
NEW QUESTION # 68
Moto Ltd is a car manufacturer based in Japan. They implement a Kansei Engineering process. In Kansei Engineering which of the following is considered?
Answer: A
Explanation:
Customer emotions are considered in Kansai- its about creating products which meet customers' 'aesthetic and performance expectations'. P.114
NEW QUESTION # 69
A manufacturing company makes taps which they advertise with a guarantee of durability for 10 years. At which point in time would you expect most defects to be found?
Answer: A
Explanation:
The correct answer is within the first year. Failure rates is depicted as a 'bathtub' curve- most defects are found right at the beginning of an item's lifespan, and right at the end. This is why option 1 is correct. See p.94 for more details.
NEW QUESTION # 70
When conducting a Failure Mode and Effective Analysis (FMEA) which system could be used to show risks to a business's operations? Select TWO
Answer: A,B
Explanation:
an FMEA is very similar to a risk assessment- it looks at potential failures and the likelihood and severity that these have on an organisation. In order to figure out which failures would have the biggest impact on a business, you'd give the failure a score for likelihood and a score for severity. This would be on a scale 1-10. You can then go one step further and use a RAG system (Red Amber Green) to denote which of the failures are severe (Red e.g. scores over 8) and which are not severe (Green e.g. scores under 2). The textbook does mention scales but doesn't mention the RAG system. However RAG is mentioned in other modules and should be a concept you're familiar with. The other two answers are clearly wrong- ABC Analysis is about categorising inventory and colour coding is not a recognised system and would be different for each organisation. P.99
NEW QUESTION # 71
There are four manufacturing companies located on Seashell Industrial Estate. Each company creates a different product and employs a different maintenance approach to its operations. For each company, select the corresponding maintenance approach and the key operating process characteristic.
Company 1: This company creates craft beer and offers customers a tour of the brewery for a small charge. The brewing equipment is serviced monthly and the brewery is kept extremely clean. All equipment is labelled with the last service date.
Company 2: This company produces seasonal items such as Easter Eggs and Christmas Cake. The equipment has a control panel where lights will flash red advising staff to check oil levels and components. Staff can then report issues to the maintenance team if remedial work is required. Product demand fluctuates throughout the year.
Company 3: This equipment does not often break down and is only fixed when it is reported by staff as no longer working. Company 3 creates toys, providing a large range of product sizes and colours based on different customer requirements.
Company 4: Parts of the machine are serviced quarterly but in general, the machine is left to run its course and is then replaced when it is no longer financially viable to fix. The company produces cereal and the operating process is focused on the quantity produced and therefore uses standardised processes.
Complete the table below by listing the maintenance approach and operating process characteristic for each company. Each response should only be used once: preventative maintenance, run to breakdown maintenance, condition-based maintenance, mixed maintenance, volume, visibility, variation, variety
Which of the following will you put into box 3?
Answer: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 72
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