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| Section | Weight | Objectives |
|---|---|---|
| Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Agile approaches: flexibility, responsiveness and speed - Application in manufacturing, service and public sectors - Lean principles: waste elimination, value stream mapping |
| 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% | - Total Quality Management (TQM) concepts and application - Measuring efficiency, productivity and customer satisfaction - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks - Key Performance Indicators (KPIs) for operations |
| Process Design, Planning and Improvement | 20-25% | - Capacity planning, demand management and resource allocation - Process mapping, workflow and design principles - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Forecasting, scheduling and inventory management - Benchmarking and process optimization |
| Principles of Operations Management | 15-20% | - Definition, scope and role of operations management - Linkages between operations, procurement and supply chain - Value creation, efficiency and effectiveness - Input-transformation-output model - Operations strategy alignment with organizational goals |
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NEW QUESTION # 40
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 7?
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 41
Which of the following are considered 'transformed resources' and an input into the Operations Process (input- processoutput)?
Select THREE
Answer: B,C,E
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 # 42
In which industry would scheduling, health and safety and quality control be key focuses of operations processes?
Answer: D
Explanation:
The correct response is Construction. Out of those listed, it is the one most concerned with Health and Safety. This is from p.64
NEW QUESTION # 43
In the Balanced Scorecard approach to measuring performance measures, which of the following is considered a 'hard parameter'?
Answer: C
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 # 44
Building redundancy into operational procedures increases what for an organisation? Select TWO
Answer: B,C
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 # 45
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