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| Section | Weight | Objectives |
|---|---|---|
| Quality Management and Performance Measurement | 15-20% | - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks - Total Quality Management (TQM) concepts and application - Measuring efficiency, productivity and customer satisfaction - Key Performance Indicators (KPIs) for operations |
| Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors - Agile approaches: flexibility, responsiveness and speed - Lean principles: waste elimination, value stream mapping |
| Principles of Operations Management | 15-20% | - Linkages between operations, procurement and supply chain - Input-transformation-output model - Definition, scope and role of operations management - Operations strategy alignment with organizational goals - Value creation, efficiency and effectiveness |
| Process Design, Planning and Improvement | 20-25% | - Process mapping, workflow and design principles - Forecasting, scheduling and inventory management - Capacity planning, demand management and resource allocation - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Benchmarking and process optimization |
| Operational Risk, Sustainability and Ethics | 15-20% | - Sustainable operations: green practices, circular economy - ESG considerations in operational design and delivery - Identifying, assessing and mitigating operational risks - Ethical and responsible operations management |
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質問 # 71
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 7?
正解：D
解説：
The correct answers are as follows:
質問 # 72
Which of the following is a benefit to a company of introducing TQM?
正解：B
解説：
Increased customer loyalty is a benefit of TQM (p.107). This is because the focus of TQM is customer satisfaction and this in turn will lead to customer loyalty.
質問 # 73
The operating process which ensures projects are completed according to customers' specifications is known as what?
正解：B
解説：
This is quality control. The definition is taken from p.64. It comes under the section on construction, but can be applied to other industries too, particularly manufacturing.
質問 # 74
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 2?
正解：A
解説：
The correct answers are as follows:
質問 # 75
Which of the following are performance objectives which can be applied to the Operations department at any organisation? Select THREE
正解：B、C、D
解説：
Dependability, quality and flexibility are universal performance criteria which can be applied to any organisation. This is taken from p.4 of the study guide where it talks about the 5 performance criteria set out by Slack and Brandon-Jones. The other two universal criteria are speed and cost. Cost reduction isn't universal- not every organisation will be concerned with reducing costs. The same with innovation- not every company needs to innovate. For example if you're a zip manufacturer who sells zips to the clothing industry- there is no need to innovate as your product will always be the same.
質問 # 76
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IT業界の中でたくさんの野心的な専門家がいって、IT業界の中でより一層頂上まで一歩更に近く立ちたくてCIPSのL5M9試験に参加して認可を得たくて、CIPS のL5M9試験が難度の高いので合格率も比較的低いです。CIPSのL5M9試験を申し込むのは賢明な選択で今のは競争の激しいIT業界では、絶えず自分を高めるべきです。しかし多くの選択肢があるので君はきっと悩んでいましょう。
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