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CIPS L5M9 Exam Syllabus Topics:

SectionObjectives
Understand the design of operations management systems- Analyse the design of goods and services
  • 1. Design for sustainability and lifecycle
  • 2. Product and service design considerations
- Analyse the design of processes and capacity
  • 1. Capacity planning strategies
  • 2. Process types and layouts
Understand planning and control in operations management- Analyse forecasting and demand management
  • 1. Demand management approaches
  • 2. Forecasting methods
- Analyse inventory planning and control
  • 1. Inventory models and systems
  • 2. Just-in-time and lean principles
- Analyse capacity planning and control
  • 1. Aggregate planning
  • 2. Scheduling techniques
Understand the improvement of operations management- Analyse quality management and improvement
  • 1. Statistical process control
  • 2. Quality management approaches (TQM, Six Sigma)
- Analyse operations improvement strategies
  • 1. Lean operations and waste reduction
  • 2. Continuous improvement (Kaizen)
  • 3. Benchmarking techniques
Understand the concept and scope of operations management- Analyse the role and activities of operations management in organisations
  • 1. Operations management in different types of organisations
  • 2. The extent of operations management in organisations
  • 3. Definitions of operations and operations management
- Critically assess the objectives and strategies of operations management
  • 1. Order qualifying and order winning objectives
  • 2. The performance objectives of operations management (quality, speed, dependability, flexibility and cost)
  • 3. Top down and bottom up perspectives of operations strategy
  • 4. The stages of development of operations strategy
  • 5. From implementing to supporting to driving strategy

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CIPS Operations Management Sample Questions (Q20-Q25):

NEW QUESTION # 20
Which of the following situations would use a fixed-position layout?

Answer: A

Explanation:
Ship construction would used a fixed-position layout. This is when you're making something that is too big/ heavy to pass through a traditional factory / conveyor belt set up. So rather than the item passing to different teams/ departments, each team / department comes to the item when it is their time to work on it. In the other examples the item (vehicle, food in the supermarket or buffet) the products get moved around- the ship is the only item that remains where it is. This question is based on the 4 types of Plant Layout on p.17. This could form part of a drag and drop question too.


NEW QUESTION # 21
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 # 22
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: C

Explanation:
The correct answers are as follows:


NEW QUESTION # 23
The Balanced Scorecard is a performance management approach which looks at measuring four areas of a business. Of those listed below, which is not an area traditionally measured within the Scorecard?

Answer: C

Explanation:
Environment is not traditionally measured- the other missing criteria is learning and development. This is an approach developed by Kaplan and Norton and there's often at least one question in the exam on this. I recommend learning this as it does also come up in other modules at Level 5 too. For a rounded view of the Balanced Scorecard framework check out this YouTube video: https://www.youtube.com/watch?v=lGJ-25hikHA


NEW QUESTION # 24
In which stage of development does the operations department contribute competitive advantage to an organisation?

Answer: C

Explanation:
Externally supportive is the final stage of the Hayes and Wheelwright Operations Contribution Model. At this stage Operations is proactive, and has high levels of innovation and adaption. See p.31


NEW QUESTION # 25
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