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CIPS L5M9 Exam Syllabus Topics:

SectionObjectives
Understand the improvement of operations management- Analyse operations improvement strategies
  • 1. Continuous improvement (Kaizen)
  • 2. Lean operations and waste reduction
  • 3. Benchmarking techniques
- Analyse quality management and improvement
  • 1. Statistical process control
  • 2. Quality management approaches (TQM, Six Sigma)
Understand the concept and scope of operations management- Critically assess the objectives and strategies of operations management
  • 1. From implementing to supporting to driving strategy
  • 2. The stages of development of operations strategy
  • 3. Top down and bottom up perspectives 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. Operations management in different types of organisations
  • 2. The extent of operations management in organisations
  • 3. Definitions of operations and operations management
Understand the design of operations management systems- Analyse the design of processes and capacity
  • 1. Process types and layouts
  • 2. Capacity planning strategies
- Analyse the design of goods and services
  • 1. Design for sustainability and lifecycle
  • 2. Product and service design considerations
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. Scheduling techniques
  • 2. Aggregate planning
- Analyse inventory planning and control
  • 1. Inventory models and systems
  • 2. Just-in-time and lean principles

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CIPS Operations Management Sample Questions (Q89-Q94):

NEW QUESTION # 89
In which stage of development does the operations department contribute competitive advantage to an organisation?

Answer: A

Explanation:
Externally supportive is the final stage of the Hayes and Wheelwright Operations Contribution Model. At this stage Operations is proactive, and has high levels of innovation and adaption. See p.31


NEW QUESTION # 90
Building redundancy into operational procedures increases what for an organisation? Select TWO

Answer: B,D

Explanation:
the correct answers are costs and reliability. 'Building in redundancy' means having a backup for if something goes wrong. An example is in a hospital where there is a main electricity server, but if this breaks, there is a backup generator which can power the building. In IT, you may have a back-up hard-drive for if you lose your data. Having a backup will incur additional costs, but it also improves reliability. P.101


NEW QUESTION # 91
Moto Ltd is a car manufacturer based in Japan. They implement a Kansei Engineering process. In Kansei Engineering which of the following is considered?

Answer: A

Explanation:
Customer emotions are considered in Kansai- its about creating products which meet customers' 'aesthetic and performance expectations'. P.114


NEW QUESTION # 92
Which of the following are basic performance objectives used for day-to-day operations and ensure staff are working towards tangible achievements? Select TWO

Answer: C,D

Explanation:
The 5 BASIC performance objectives (according to CIPS) are cost, quality, flexibility, speed and dependability. Customer Satisfaction and Operations Agility are objectives at the strategic level. See p.75


NEW QUESTION # 93
Which of the following are considered 'transformed resources' and an input into the Operations Process (input- processoutput)?
Select THREE

Answer: A,C,D

Explanation:
Customers, Raw Materials and Information are inputs. This is from p.44-45. Raw materials is the obvious one- it's the input in manufacturing and is transformed into a finished good. Information is an input in the service industry- for example a lawyer or an accountant requires information in order to prepare their case. Customers is the other correct answer and is an input in things like hairdressing (you can't cut hair without a customer's head!). Employees are considered transforming inputs not transformed resources (p.45). Money is also not an input as it isn't converted into an output.


NEW QUESTION # 94
......

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