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| Section | Weight | Objectives |
|---|---|---|
| Lean, Agile and Responsive Operations | 15-20% | - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors |
| Process Design, Planning and Improvement | 20-25% | - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Capacity planning, demand management and resource allocation - Process mapping, workflow and design principles - Benchmarking and process optimization - Forecasting, scheduling and inventory management |
| Principles of Operations Management | 15-20% | - Linkages between operations, procurement and supply chain - Definition, scope and role of operations management - Input-transformation-output model - Operations strategy alignment with organizational goals - Value creation, efficiency and effectiveness |
| Operational Risk, Sustainability and Ethics | 15-20% | - Ethical and responsible operations management - ESG considerations in operational design and delivery - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy |
| Quality Management and Performance Measurement | 15-20% | - Quality control, assurance and improvement tools - Key Performance Indicators (KPIs) for operations - Total Quality Management (TQM) concepts and application - Quality standards: ISO 9000 series and related frameworks - Measuring efficiency, productivity and customer satisfaction |
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NEW QUESTION # 18
Below are details of 4 local manufacturing companies. For each company you must decide what the main objective is for the organisation and what layout their manufacturing plant has.
Company 1: This company creates large, delicate products which are hard to move. The main aim of the company is to stand out from competitors due to the superior level of materials used and by using the latest forms of technology to create the items.
Company 2: This company produces 72 different items and has designated zones within its premises for the creation of each item. The zones are organised based on the technology used and some products may be passed between different zones to be completed. The company creates many different items in response to changing customer demands, with many product lines only lasting a single season.
Company 3: Company 3 creates one product which flows along a single production line, with staff members adding to the product on four different occasions. The company must produce a high volume of this singular product in order to break even. Therefore, there is always a steady flow of items through the plant and it is important there is no stoppage in production.
Company 4: This company produces small batches of products, as and when they are ordered by customers. Due to uncertainty in demand, a high profit margin is added to the cost of each item. Teams in the factory are grouped into different areas depending on the technological process they are using.
Complete the table below by listing the objective criteria and plant layout for each company. Each response should only be used once: flexibility, speed, quality, cost, functional layout, cell layout, product layout, fixed-position layout
Which of the following will you put into box 6?
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 19
An 'Order Qualifying' Objective contributes to the success of a business in that it is a criteria that will guarantee a customer will purchase an item. Is this sentence TRUE?
Answer: D
Explanation:
3 is correct- the sentence is false. 'Order Qualifying' is 'not a major factor in determining business success but plays a role in determining whether a customer will consider buying from the business or not'. This is a direct quote from p.43. 'Order Winners' is something that will guarantee a customer buys that product.
NEW QUESTION # 20
A lorry used for transporting goods between warehouses has a light that flashes up on the dashboard when engine oil needs to be replaced soon. This is an example of what form of maintenance?
Answer: D
Explanation:
This is an example of condition-based maintenance. This is when, prior to failure, the user is alerted to a potential problem and given time to fix it before it happens. Preventative maintenance is proactively checking regularly, so in this scenario it would be the driver checking the oil level manually before each journey. Reactive maintenance would be changing the oil when it needs changing (not beforehand). Run to breakdown would be driving the vehicle until it doesn't go any more then replacing the vehicle. See p.103.
NEW QUESTION # 21
At which point in the manufacturing process would Failure Mode and Effective Analysis (FMEA) be first used?
Answer: A
Explanation:
The question asks when it can be FIRST used so the correct answer is 1. FMEA detects failures early in the process, usually before mass production begins, and looks at potential failures in both design and process. It may be conducted when you have a prototype as well as later on in the manufacturing process, or when products are returned faulty. P.97-98
NEW QUESTION # 22
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 4?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 23
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