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CIPS L5M9 Exam Syllabus Topics:

Section	Objectives
Topic 1: Quality and Reliability Management	- Total Quality Management (TQM) 1. Quality assurance vs total quality - Failure prevention and recovery 1. Failure Mode and Effects Analysis (FMEA) 2. Failure measurement and impact 3. Maintenance strategies and reliability improvement
Topic 2: Operations Strategy and Performance	- Operations strategy development 1. Top-down vs bottom-up strategy perspectives 2. Stages of operations strategy evolution - Order winners and order qualifiers 1. Competitive positioning through operations capability
Topic 3: Performance Improvement in Operations	- Performance measurement and benchmarking 1. Setting performance targets 2. Benchmarking techniques - Continuous improvement approaches 1. Business process re-engineering 2. Process improvement methodologies
Topic 4: Operations Management Concepts	- Performance objectives of operations 1. Flexibility 2. Dependability 3. Cost 4. Quality 5. Speed - Definition and scope of operations management 1. Operations as transformation process (input–transformation–output) 2. Role of operations in supply chain efficiency and effectiveness
Topic 5: Operations Processes and Systems	- Four Vs of operations 1. Volume 2. Variation in demand 3. Variety 4. Visibility - Process design and analysis 1. Input–transformation–output model 2. Types of operations: manufacturing and services

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The Operations Management (L5M9) PDF dumps format can be accessed from any smart device such as laptops, tablets, and smartphones. Dumpkiller regularly updates the L5M9 PDF Questions to reflect the latest CIPS L5M9 exam content. All test questions in the L5M9 exam PDF format are real and latest.

CIPS Operations Management Sample Questions (Q117-Q122):

NEW QUESTION # 117
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?

A. no- Business Process Re-engineering is a slow process that involves all members of the team
B. yes- Kaizen involves changing an entire process
C. yes- Kaizen uses a cross-functional team to implement
D. no- Business Process Re-Engineering is usually more expensive as a Consultant is often hired

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 # 118
Companies that have high-visibility processes require higher levels of customer management skills than companies with low-visibility processes. Is this TRUE?

A. yes- high visibility companies often have higher operating costs because of this
B. no- low visibility companies must focus on increasing levels of customer service
C. yes- high visibility companies often have lower operating costs because of this
D. no- all companies require customer management skills

Answer: A

Explanation:
Firstly, the sentence is true, so you can discount options 3 and 4. A high-visibility company is one where customers see the operating process. Examples include education- students sit in the classroom so see the teaching process, and the postal service, where customers receive notifications of when parcels will be delivered. Low-visibility means the customer doesn't see the operating process, so an example of this would be agriculture or manufacturingcustomers just see the end result. Where customers see the process, companies require higher levels of customer management skills. Between options 1 and 2, 1 is correct - this is a direct quote from p.50. Where you have highvisibility, you will likely need to employ more staff, deal with customers on the phone/ in person and companies will probably have more complaints- all of which cost money.

NEW QUESTION # 119
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 8?

A. delivery gap
B. satisfaction gap
C. communication gap
D. standards gap

Answer: B

Explanation:
The correct answers are as follows:

NEW QUESTION # 120
Under what circumstances would an 'intermittent operations' process be the most suitable?

A. many different items are produced in low quantities
B. in high value, high volume production
C. an organisation with low numbers of manufacturing staff
D. where quality assurance must be carried out regularly

Answer: A

Explanation:
1 is the correct answer. Intermittent operations is when you have different products that require different product arrangements. For example when you produce several items in small batches and need to change the configuration of the machines regularly. A factory that makes boxes of chocolates will use intermittent operations as they'll produce 12 different types of chocolate to go into the boxes- they'll need to stop operations after each type is made, to then set up to make the next type. This is the opposite of continuous production, where you make one product continuously (e.g. tins of tomatoes). This is from p.13. Option 2 is incorrect as quality assurance wouldn't stop production. Option 3 is incorrect as you can have a few staff doing continuous operations. Option 4 is incorrect as a high volume would indicate this is continuous production rather than intermittent. See p.13.

NEW QUESTION # 121
Operations Management is concerned with the management of resources in the production of tangible goods. Is this TRUE?

A. yes- operations management is ensuring a company has the correct resources to create goods
B. no - operations management can also be concerned with the creation of intangible goods
C. no- operations management is concerned with ensuring the organisation is profitable
D. yes- operations management ensures there are sufficient goods produced to meet customer demand

Answer: B

Explanation:
you can't touch or hold), also requires operations management. P.2

NEW QUESTION # 122
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