最新のCIPSのL5M9認証試験

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CIPS L5M9 Exam Syllabus Topics:

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

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CIPS Operations Management 認定 L5M9 試験問題 (Q39-Q44):

質問 # 39
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 3?

正解：A

解説：
The correct answers are as follows:


質問 # 40
Which of the following are operations management activities? Select THREE

正解：A、C、E

解説：
1 2 and 4 are correct. Development of New Products would be the activity of the R&D department, and job design the activity of HR. There is a list of 10 Operations Management activities on p.12


質問 # 41
According to Juran, there are several options to improve quality- these include which of the following? Select THREE

正解：A、B、C

解説：
repair, refine and renovate are part of Juran's quality improvement interventions ( there are '4 Rs' - the last one is reinvent- p.122). The end of Chapter 2.3 talks about three different philosophies of TQM: Crosby, Juran and Deming. As far as I'm aware these don't come up often as questions, mainly because they're all so similar. You may get a question on this, and possibly on Deming's Plan-Do-Check-Act cycle (CIPS LOVE the Deming cycle for some reason) but don't stress too much about memorising all the philosophies word for word.


質問 # 42
A manufacturing company makes taps which they advertise with a guarantee of durability for 10 years. At which point in time would you expect most defects to be found?

正解：A

解説：
The correct answer is within the first year. Failure rates is depicted as a 'bathtub' curve- most defects are found right at the beginning of an item's lifespan, and right at the end. This is why option 1 is correct. See p.94 for more details.


質問 # 43
The RATER methodology looks at the key dimensions to providing an effective service. Which of the following is not a dimension of this framework?

正解：A

解説：
Responsiveness is incorrect. The R in RATER stands for reliability. The full acronym is; reliability, assurance, tangibles, empathy, responsiveness. P.58


質問 # 44
......

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