Simulated L5M9 Test & L5M9 Reliable Test Questions

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CIPS L5M9 Exam Syllabus Topics:

SectionObjectives
Topic 1: 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 capacity planning and control
  • 1. Scheduling techniques
  • 2. Aggregate planning
- Analyse forecasting and demand management
  • 1. Forecasting methods
  • 2. Demand management approaches
Topic 2: Understand the concept and scope of operations management- Analyse the role and activities of operations management in organisations
  • 1. The extent of operations management in organisations
  • 2. Operations management in different types of organisations
  • 3. Definitions of operations and operations management
- Critically assess the objectives and strategies of operations management
  • 1. The performance objectives of operations management (quality, speed, dependability, flexibility and cost)
  • 2. Order qualifying and order winning objectives
  • 3. From implementing to supporting to driving strategy
  • 4. The stages of development of operations strategy
  • 5. Top down and bottom up perspectives of operations strategy
Topic 3: Understand the improvement of operations management- Analyse quality management and improvement
  • 1. Statistical process control
  • 2. Quality management approaches (TQM, Six Sigma)
- Analyse operations improvement strategies
  • 1. Benchmarking techniques
  • 2. Continuous improvement (Kaizen)
  • 3. Lean operations and waste reduction
Topic 4: Understand the design of operations management systems- Analyse the design of processes and capacity
  • 1. Capacity planning strategies
  • 2. Process types and layouts
- Analyse the design of goods and services
  • 1. Design for sustainability and lifecycle
  • 2. Product and service design considerations

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CIPS Operations Management Sample Questions (Q53-Q58):

NEW QUESTION # 53
Performance Benchmarking is a form of what type of benchmarking?

Answer: D

Explanation:
Performance Benchmarking is an internal form of benchmarking where you compare the performance of 2 different departments against each other. This is from p.82.


NEW QUESTION # 54
Paul is conducting a Quality Assessment on the products created at a fabric factory. Among other factors, he believes quality is concerned with conformance and aesthetics. Is Paul correct?

Answer: D

Explanation:
Firstly the statement is true- so discount options 3 and 4. Then between 1 and 2, 2 is incorrect because cost and speed are NOT characteristics of quality. Quality is concerned with; performance, features, reliability, conformance, durability and aesthetics - Garvin (1987). P.76


NEW QUESTION # 55
Shireen is an Operations Manager at a cake factory. She has been asked by her manager to create a list of the transforming resources used within the factory. Which of the following would appear on her list? Select TWO

Answer: C,D

Explanation:
Employees and Facilities are 'transforming resources'. Raw Materials and Information are 'transformed resources'. TransformING means they do the work of converting something into something else. TransformED means they change into something. See p.45 of the study guide for more information on this.


NEW QUESTION # 56
A company should aim to achieve all its performance objectives at the same time to ensure success. Is this TRUE?

Answer: D

Explanation:
4 is the correct answer. This is taken from the part of the study guide called 'Performance Objective Trade Offs' on p.41. It says that 'trying to achieve all objectives simultaneously will only lead to confusion and failure'. Personally I think that's a bit melo-dramatic for a study guide but the premise is right- depending on how sales are going, what your competitors are doing and other market factors, objectives may change and you'll need to prioritise some over others. Trying to do too much at the same time is never a good idea. Option 3 is incorrect because you shouldn't set objectives monthlythat's too frequent- you won't have chance to meet the objectives before they change again.


NEW QUESTION # 57
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 1?

Answer: B

Explanation:
The correct answers are as follows:


NEW QUESTION # 58
......

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