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| Section | Weight | Objectives |
|---|---|---|
| Principles of Operations Management | 15-20% | - Input-transformation-output model - Linkages between operations, procurement and supply chain - Definition, scope and role of operations management - Operations strategy alignment with organizational goals - Value creation, efficiency and effectiveness |
| Operational Risk, Sustainability and Ethics | 15-20% | - Ethical and responsible operations management - Sustainable operations: green practices, circular economy - Identifying, assessing and mitigating operational risks - ESG considerations in operational design and delivery |
| Process Design, Planning and Improvement | 20-25% | - Forecasting, scheduling and inventory management - Benchmarking and process optimization - Capacity planning, demand management and resource allocation - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Process mapping, workflow and design principles |
| Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Agile approaches: flexibility, responsiveness and speed - Lean principles: waste elimination, value stream mapping - Application in manufacturing, service and public sectors |
| Quality Management and Performance Measurement | 15-20% | - 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 - Quality standards: ISO 9000 series and related frameworks |
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NEW QUESTION # 69
According to the Taguchi Loss Function there are two types of costs incurred when there is an issue with quality. What are these?
Answer: A
Explanation:
The correct answer is private costs and social costs. Private costs include internal costs to the business (such as downtime, loss of staff/ money etc) and social costs affect the community and environment. P.133
NEW QUESTION # 70
Companies that have high-visibility processes require higher levels of customer management skills than companies with low-visibility processes. Is this TRUE?
Answer: A
Explanation:
Firstly, the sentence is true, so you can discount options 3 and 4. A high-visibility company is one where customers see the operating process. Examples include education- students sit in the classroom so see the teaching process, and the postal service, where customers receive notifications of when parcels will be delivered. Low-visibility means the customer doesn't see the operating process, so an example of this would be agriculture or manufacturingcustomers just see the end result. Where customers see the process, companies require higher levels of customer management skills. Between options 1 and 2, 1 is correct - this is a direct quote from p.50. Where you have highvisibility, you will likely need to employ more staff, deal with customers on the phone/ in person and companies will probably have more complaints- all of which cost money.
NEW QUESTION # 71
Dillan is an Operations Manager at Fancy Foods Ltd which is looking to expand the business into a new geographic are a. Dillan is doing some research into three potential locations for a new manufacturing and warehouse facility. Which of the following would be primary considerations for Dillan? Select TWO
Answer: D,E
Explanation:
The primary considerations are: 1. the availability of labour (this is because you don't want to build a manufacturing facility in a place that's hard for workers to get to) and 5 the utilities services available (you don't want to build a manufacturing facility if you're going to have trouble linking the site up to water and electricity). The other options listed would come under 'secondary considerations'. There's a table of these on p.16
NEW QUESTION # 72
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 4?
Answer: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 73
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 7?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 74
......
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