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CIPS L5M9 Exam Syllabus Topics:

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

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CIPS Operations Management Sample Questions (Q68-Q73):

NEW QUESTION # 68
Managing the supply chain, inventory and the implementation of Lean processes fall under which category of activity of the Operational Process?

A. developing
B. directing
C. delivery
D. designing

Answer: C

Explanation:
This is delivery as these activity relate to ensuring the goods get to the final customer. See p.51

NEW QUESTION # 69
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 # 70
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?

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

Answer: B

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 # 71
What is the name given to a person in an organisation who is competent in the Six-Sigma approach?

A. Black Belt
B. Quality Circle Leader
C. Master
D. Project Owner

Answer: A

Explanation:
They're known as black belts (yes, like in martial arts). To gain a black belt in Six-Sigma you usually have to undergo a training course and have so many hours experience. See p.139.

NEW QUESTION # 72
Below are details of 4 local manufacturing companies. For each company you must decide what the main objective is for the organisation and what layout their manufacturing plant has.
Company 1: This company creates large, delicate products which are hard to move. The main aim of the company is to stand out from competitors due to the superior level of materials used and by using the latest forms of technology to create the items.
Company 2: This company produces 72 different items and has designated zones within its premises for the creation of each item. The zones are organised based on the technology used and some products may be passed between different zones to be completed. The company creates many different items in response to changing customer demands, with many product lines only lasting a single season.
Company 3: Company 3 creates one product which flows along a single production line, with staff members adding to the product on four different occasions. The company must produce a high volume of this singular product in order to break even. Therefore, there is always a steady flow of items through the plant and it is important there is no stoppage in production.
Company 4: This company produces small batches of products, as and when they are ordered by customers. Due to uncertainty in demand, a high profit margin is added to the cost of each item. Teams in the factory are grouped into different areas depending on the technological process they are using.
Complete the table below by listing the objective criteria and plant layout for each company. Each response should only be used once: flexibility, speed, quality, cost, functional layout, cell layout, product layout, fixed-position layout

Which of the following will you put into box 7?

A. functional layout
B. cell layout
C. fixed-position layout
D. product layout

Answer: D

Explanation:
The correct answers are as follows:

NEW QUESTION # 73
......

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