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CIPS L5M9 Exam Syllabus Topics:

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

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CIPS Operations Management Sample Questions (Q116-Q121):

NEW QUESTION # 116
Performance Benchmarking is a form of what type of benchmarking?

A. internal
B. competitive
C. external
D. non-competitive

Answer: A

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 # 117
When quality is used as a foundation to build improvements in other areas such as dependability, what is this theory known as?

A. bridge theory
B. sand cone theory
C. wave theory
D. brick-laying theory

Answer: B

Explanation:
This is the Sand Cone Theory from p.84. The other options are not real. The Sand Cone theory is about building a strong base, and then building something up one bit at a time, i.e. once you've got quality you then add in dependability, then you add in cost etc.

NEW QUESTION # 118
A bread factory is introducing a 'Poka yolk' methodology to reduce defects. What will be the focus of this?

A. inputs such as the quality of raw materials
B. outputs- which will be measured against strict criteria
C. staff- the reduction of human error
D. machinery- ensuring there is little to no downtime in machinery use

Answer: C

Explanation:
Poka Yolk is about reducing human / user errors. This is from p.134

NEW QUESTION # 119
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?

A. customer criteria
B. finance criteria
C. learning and growth criteria
D. business process criteria

Answer: D

Explanation:
The correct answers are as follows:

NEW QUESTION # 120
Joan is the Operations Manager at a Dentist Surgery and has recently completed a Pareto Analysis with the hopes of improving the quality of service offered. Which of the following would be a possible finding from this analysis?

A. The booking process is very slow and doesn't meet customer expectations
B. customers are twice as likely to recommend the dentist if they had a positive experience
C. 80% of complaints are caused by 20% of the dentists
D. there is a gap between the service expected by customers and the service delivered

Answer: C

Explanation:
Pareto is also known as the 80/20 rule- therefore the only correct option could be 1. P.126 talks about how Pareto is applied in diagnosing quality problems within an organisation. You'll have come across Pareto in Level 4 when it was used as a way of classifying inventory.

NEW QUESTION # 121
......

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