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| Section | Weight | Objectives |
|---|---|---|
| Principles of Operations Management | 15-20% | - Operations strategy alignment with organizational goals - Input-transformation-output model - Linkages between operations, procurement and supply chain - Definition, scope and role of operations management - 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 |
| Lean, Agile and Responsive Operations | 15-20% | - Application in manufacturing, service and public sectors - Comparison and integration of lean and agile - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed |
| Operational Risk, Sustainability and Ethics | 15-20% | - ESG considerations in operational design and delivery - Sustainable operations: green practices, circular economy - Identifying, assessing and mitigating operational risks - Ethical and responsible operations management |
| Quality Management and Performance Measurement | 15-20% | - Quality standards: ISO 9000 series and related frameworks - Quality control, assurance and improvement tools - Total Quality Management (TQM) concepts and application - Key Performance Indicators (KPIs) for operations - Measuring efficiency, productivity and customer satisfaction |
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NEW QUESTION # 105
Which of the following will increase 'order winning' objectives of a retail organisation?
Answer: C
Explanation:
4 is the correct answer. Here you're looking for the answer which will ensure a customer always picks this business over competitors. Of the four options given, loyalty is the only one that would make sense. Remember 'order winners' are the 'customers' justification for their purchase of a product or service'- this is a direct quote from P.43
NEW QUESTION # 106
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 6?
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 107
Which of the following would you likely find on a Process Control Chart which is being used to monitor the quality of products manufactured in a factory?
Answer: B
Explanation:
2 is the correct answer. A Process Control Chart shows changes in a process over time (for example how hot the oven is). There are three horizontal lines; an upper control limit, a central line, and a lower control line. The idea is that the temperature is measured regularly and always falls between the upper and lower lines, and as close to the central line as possible. P.127
NEW QUESTION # 108
Doug's Doughnuts Ltd is a large manufacturer of doughnuts. They produce in excess of 100,000 doughnuts per day which are boxed and sent to supermarkets and other retail outlets for sale. Large pieces of machinery are used to make the doughnuts. Which form of maintenance would be the most appropriate to use at Doug's Doughnuts?
Answer: C
Explanation:
Preventative maintenance should be used at Doug's Doughnuts. The machines should be serviced regularly to ensure they're working well. A break-down in machinery would stop production, and because Doug's Doughnuts produce so many items per day, this would cause a serious issue for the company. Run to breakdown means you don't repair anything until the item is completely broken. Condition-based maintenance is when maintenance is scheduled when it is required, usually to a schedule. Reactive is when maintenance is conducted when something breaks. See p.103.
NEW QUESTION # 109
In the Balanced Scorecard approach to measuring performance measures, which of the following is considered a 'hard parameter'?
Answer: D
Explanation:
Finance is the 'hard' parameter, and the other three are soft p.79. If you've not come across the Balanced Scorecard before this is one that's worth learning as it comes up in other modules at Level 5. I particularly like this YouTube video which explains the concept extremely well: https://www.youtube.com/watch?v=lGJ-25hikHA
NEW QUESTION # 110
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