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| Section | Weight | Objectives |
|---|---|---|
| Operational Risk, Sustainability and Ethics | 15-20% | - Identifying, assessing and mitigating operational risks - ESG considerations in operational design and delivery - Ethical and responsible operations management - Sustainable operations: green practices, circular economy |
| Process Design, Planning and Improvement | 20-25% | - Benchmarking and process optimization - Capacity planning, demand management and resource allocation - Forecasting, scheduling and inventory management - Process mapping, workflow and design principles - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR |
| Quality Management and Performance Measurement | 15-20% | - Key Performance Indicators (KPIs) for operations - Total Quality Management (TQM) concepts and application - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks - Measuring efficiency, productivity and customer satisfaction |
| 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 |
| Principles of Operations Management | 15-20% | - Operations strategy alignment with organizational goals - Linkages between operations, procurement and supply chain - Input-transformation-output model - Value creation, efficiency and effectiveness - Definition, scope and role of operations management |
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NEW QUESTION # 101
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 2?
Answer: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 102
Managing the supply chain, inventory and the implementation of Lean processes fall under which category of activity of the Operational Process?
Answer: D
Explanation:
This is delivery as these activity relate to ensuring the goods get to the final customer. See p.51
NEW QUESTION # 103
Shireen is an Operations Manager at a cake factory. She has been asked by her manager to create a list of the transforming resources used within the factory. Which of the following would appear on her list? Select TWO
Answer: A,B
Explanation:
Employees and Facilities are 'transforming resources'. Raw Materials and Information are 'transformed resources'. TransformING means they do the work of converting something into something else. TransformED means they change into something. See p.45 of the study guide for more information on this.
NEW QUESTION # 104
In what circumstances would an organisation use a Fishbone diagram?
Answer: B
Explanation:
A fishbone diagram is used to map causes and effects. Therefore option 2 is correct. It's also known as a 'Cause and Effect Diagram' or an 'Ishikawa Diagram'. You can find an example of one on p.129
NEW QUESTION # 105
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: B,C
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 # 106
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