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| Section | Weight | Objectives |
|---|---|---|
| Principles of Operations Management | 15-20% | - Input-transformation-output model - Definition, scope and role of operations management - Operations strategy alignment with organizational goals - Linkages between operations, procurement and supply chain - Value creation, efficiency and effectiveness |
| Lean, Agile and Responsive Operations | 15-20% | - Application in manufacturing, service and public sectors - Comparison and integration of lean and agile - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed |
| Operational Risk, Sustainability and Ethics | 15-20% | - Ethical and responsible operations management - Identifying, assessing and mitigating operational risks - ESG considerations in operational design and delivery - Sustainable operations: green practices, circular economy |
| Quality Management and Performance Measurement | 15-20% | - Total Quality Management (TQM) concepts and application - Key Performance Indicators (KPIs) for operations - Measuring efficiency, productivity and customer satisfaction - Quality standards: ISO 9000 series and related frameworks - Quality control, assurance and improvement tools |
| Process Design, Planning and Improvement | 20-25% | - Benchmarking and process optimization - Forecasting, scheduling and inventory management - Process mapping, workflow and design principles - Capacity planning, demand management and resource allocation - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR |
The Pass4Test is committed to making the CIPS L5M9 certification exam preparation simple, smart, and successful. To achieve this objective Pass4Test is offering top-notch and real L5M9 exam questions in three different formats. The names of these Operations Management (L5M9) exam questions formats are PDF files, desktop practice test software, and web-based L5M9 practice test software.
NEW QUESTION # 10
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 1?
Answer: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 11
Inventory Management is an important focus of operations within the Construction Industry. Is this TRUE?
Answer: C
Explanation:
Firstly the statement is true- inventory management is an important focus in Construction (p.64). Of options 1 and 2, 1 is correct. It is important materials (bricks, windows, electric cables etc) are delivered to site when they are needed and stored correctly to avoid damage. Option 2 is incorrect, although it is important, its not the MOST important aspect of construction.
NEW QUESTION # 12
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: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 13
Barry is a Hotel Manager and is keen to understand where his business is failing. He has asked his staff to conduct a number of different techniques to uncover failures within the service. Of those listed below, which of the following would provide Barry with answers the quickest? Select TWO
Answer: B,C
Explanation:
In-process checks and machine diagnostic checks provide answers the quickest as these are conducted DURING processes. Surveys and Point-of-departure interviews are conducted AFTER guests have left- so there is a time-delay here. They're also more resource- intensive. See p.96 for a list of techniques that can be used by a company to uncover failures.
NEW QUESTION # 14
Elderberry Ltd is an established organisation in the agricultural industry but has recently expanded into manufacturing its own juice range. The company is at the 'Introduction' stage of the product lifecycle and is attempting to bring new products to market. Which of the following performance objectives would be the most dominant at this stage of the lifecycle?
Answer: A
Explanation:
This is flexibility. P.40 details the stages of product lifecycle and the dominant performance objective. It states: introduction stage = flexibility, growth stage = speed, maturity = quality and costs, decline stage= cost. Now whether or not you agree with this completely, this is what the study guide says and is worth remembering. (I personally think cost is very important at the introductory stage, because if you don't recoup your costs and break even, you won't ever get to the maturity stage- but CIPS says flexibility is most important at this stage, so that's the correct answer for the exam).
NEW QUESTION # 15
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