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| Section | Weight | Objectives |
|---|---|---|
| Lean, Agile and Responsive Operations | 15-20% | - Lean principles: waste elimination, value stream mapping - Comparison and integration of lean and agile - Agile approaches: flexibility, responsiveness and speed - Application in manufacturing, service and public sectors |
| Process Design, Planning and Improvement | 20-25% | - Benchmarking and process optimization - Process mapping, workflow and design principles - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Capacity planning, demand management and resource allocation - Forecasting, scheduling and inventory management |
| Operational Risk, Sustainability and Ethics | 15-20% | - ESG considerations in operational design and delivery - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy - Ethical and responsible operations management |
| Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Definition, scope and role of operations management - Linkages between operations, procurement and supply chain - Input-transformation-output model - Operations strategy alignment with organizational goals |
| Quality Management and Performance Measurement | 15-20% | - Key Performance Indicators (KPIs) for operations - Quality standards: ISO 9000 series and related frameworks - Quality control, assurance and improvement tools - Measuring efficiency, productivity and customer satisfaction - Total Quality Management (TQM) concepts and application |
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NEW QUESTION # 40
George has recently been hired as the new Operations Manager at a cake factory. He has 10 years; experience but his most recent employment was as an Operations Manager in an accountancy firm. George believes that the skills and responsibilities of an Operations Manager is the same regardless of the organisation he works for. Which of the following would be one of these responsibilities? Select TWO
Answer: A,C
Explanation:
The correct answer is keep customers happy and create competitive advantage. This is from p.4 of the study guide. The key in this question is that you're looking for a universal responsibility for an Operations Manager- something that doesn't depend on the organisation. For this reason increase profits and managing a team are incorrect. Not every Ops Manager will be tasked to increase profits and not every Ops Manager will have direct line management responsibilities. The study guide states 'their key role is to guarantee that available resources and efficiently used in order to create competitive advantage for the organisation and keep customers satisfied'.
NEW QUESTION # 41
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: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 42
Performance Benchmarking is a form of what type of benchmarking?
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 # 43
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?
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 44
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: A
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 # 45
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