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| Section | Weight | Objectives |
|---|---|---|
| Principles of Operations Management | 15-20% | - Definition, scope and role of operations management - Linkages between operations, procurement and supply chain - Input-transformation-output model - Value creation, efficiency and effectiveness - Operations strategy alignment with organizational goals |
| Lean, Agile and Responsive Operations | 15-20% | - Application in manufacturing, service and public sectors - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile - Lean principles: waste elimination, value stream mapping |
| Quality Management and Performance Measurement | 15-20% | - Measuring efficiency, productivity and customer satisfaction - Key Performance Indicators (KPIs) for operations - Quality control, assurance and improvement tools - Total Quality Management (TQM) concepts and application - Quality standards: ISO 9000 series and related frameworks |
| Operational Risk, Sustainability and Ethics | 15-20% | - Sustainable operations: green practices, circular economy - ESG considerations in operational design and delivery - Ethical and responsible operations management - Identifying, assessing and mitigating operational risks |
| Process Design, Planning and Improvement | 20-25% | - Forecasting, scheduling and inventory management - Process mapping, workflow and design principles - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Benchmarking and process optimization - Capacity planning, demand management and resource allocation |
To do this you just need to pass the Operations Management (L5M9) exam which is quite challenging and not easy to pass. However, proper planning, firm commitment, and complete real CIPS L5M9 Exam QUESTIONS preparation can enable you to crack the final L5M9 exam easily. For the quick and complete L5M9 Exam Preparation the L5M9 exam practice test questions are the ideal and recommended study material. With the "ExamsReviews" exam questions you will get everything that you need to pass the final Operations Management (L5M9) exam easily.
NEW QUESTION # 59
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 8?
Answer: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 60
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 3?
Answer: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 61
Sunshine Ltd is a global manufacturer of confectionary with sales of products in over 30 different countries bringing in a revenue of over £5m. Due to different cultures and tastes, they produce similar products for each country market, but tweak the recipe slightly for each customer base. Which type of manufacturing process is used at Sunshine Ltd?
Answer: D
Explanation:
This is mass customisation as the items are produced both in large quantities and are customised for different client bases. See p.53 for more information on different production methods
NEW QUESTION # 62
In the Balanced Scorecard approach to measuring performance measures, which of the following is considered a 'hard parameter'?
Answer: B
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 # 63
Penny is the Operations Manager at a small furniture manufacturing company that makes tables and chairs, among other wooden household items. In the manufacturing site there is a small warehouse which stores inventory which is used in unforeseen circumstances such as a late delivery. What is the name given to this type of inventory?
Answer: B
Explanation:
This is buffer stock because it is being used as a safety for if something goes wrong with the current planned production schedule.. Anticipation Inventory is when you order extra materials in anticipation that something in the future will affect the level of production, such as a labour strike or a sharp price increase. These two are quite similar but the difference is buffer stock is held all the time and you don't anticipate something drastic is going to change in the future- you're just holding the extra stock because you're risk adverse. Anticipation Inventory isn't always held, it's collected when you think something bad is going to happen in the future and you'll need it. Work-in-progress is half-finished products and transit inventory is products that are currently being moved, for example on a delivery truck so these two are obvious wrong answers. See p.25 for different types of inventory
NEW QUESTION # 64
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