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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Operational Risk, Sustainability and Ethics | 15-20% | - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy - Ethical and responsible operations management - ESG considerations in operational design and delivery |
| Topic 2: Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Definition, scope and role of operations management - Input-transformation-output model - Operations strategy alignment with organizational goals - Linkages between operations, procurement and supply chain |
| Topic 3: Lean, Agile and Responsive Operations | 15-20% | - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors - Lean principles: waste elimination, value stream mapping |
| Topic 4: Process Design, Planning and Improvement | 20-25% | - Benchmarking and process optimization - Forecasting, scheduling and inventory management - Capacity planning, demand management and resource allocation - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Process mapping, workflow and design principles |
| Topic 5: Quality Management and Performance Measurement | 15-20% | - Quality control, assurance and improvement tools - Total Quality Management (TQM) concepts and application - Measuring efficiency, productivity and customer satisfaction - Key Performance Indicators (KPIs) for operations - Quality standards: ISO 9000 series and related frameworks |
BraindumpsIT provides the most up-to-date Operations Management L5M9 exam questions and practice material to assist you in preparing for the CIPS L5M9 exam. Our Operations Management L5M9 exam questions preparation material helps countless people worldwide in becoming certified professionals. Our Operations Management L5M9 Exam Questions are available in three simple formats, allowing customers to select the most appropriate option according to their needs.
NEW QUESTION # 20
In the SERVQUAL model how many different types of gaps should be identified by a service provider?
Answer: A
Explanation:
There are 5 gaps in the SERVQUAL model: knowledge, standards, delivery, communication and satisfaction. The gaps measure the 'distance' between what the company provides and what customers expect. See p.56-57.
NEW QUESTION # 21
What is the purpose of a quality circle?
Answer: D
Explanation:
A Quality Circle is a small group of employees who meet regularly to resolve problems in the workplace. This is from p.111
NEW QUESTION # 22
At Red Glass Ltd a strategy has been developed by the Operations Department to reduce costs and streamline supply chain operations. This is being incorporated into the organisation's overarching corporate strategy. What is the name given to this type of strategy development?
Answer: B
Explanation:
The correct answer is bottom-up. There are 2 forms of strategy development: top down and bottom up. Bottom up is when a department within an organisation makes a strategy and it is passed up the ladder for implementation. Top down is the opposite (it is filtered down the ladder from senior management to individual departments). See p.42.
NEW QUESTION # 23
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?
Answer: D
Explanation:
Firstly, the sentence is False- BPR is more expensive than Kaizen- so discount options 1 and 2. Between 3 and 4, 4 is incorrect as BPR is quick and doesn't involve everyone. Kaizen is slow and involves everyone. Differences between BPR and Kaizen are on p.90 of the study guide.
NEW QUESTION # 24
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 4?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 25
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