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CIPS L5M9 Exam Syllabus Topics:

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

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The Operations Management (L5M9) practice questions (desktop and web-based) are customizable, meaning users can set the questions and time according to their needs to improve their discipline and feel the real-based exam scenario to pass the CIPS L5M9 Certification. Customizable mock tests comprehensively and accurately represent the actual Operations Management (L5M9) certification exam scenario.

CIPS Operations Management Sample Questions (Q46-Q51):

NEW QUESTION # 46
Which of the following are considered 'transformed resources' and an input into the Operations Process (input- processoutput)?
Select THREE

Answer: B,D,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 # 47
Joan is the Operations Manager at a Dentist Surgery and has recently completed a Pareto Analysis with the hopes of improving the quality of service offered. Which of the following would be a possible finding from this analysis?

Answer: D

Explanation:
Pareto is also known as the 80/20 rule- therefore the only correct option could be 1. P.126 talks about how Pareto is applied in diagnosing quality problems within an organisation. You'll have come across Pareto in Level 4 when it was used as a way of classifying inventory.


NEW QUESTION # 48
Which of the following is not a key stakeholder in the implementation of Six-Sigma?

Answer: D

Explanation:
Suppliers are not a stakeholder for Six Sigma- the other three are- this is from p.136


NEW QUESTION # 49
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: C

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 # 50
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?

Answer: A

Explanation:
The correct answers are as follows:


NEW QUESTION # 51
......

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