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| Section | Weight | Objectives |
|---|---|---|
| Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Linkages between operations, procurement and supply chain - Operations strategy alignment with organizational goals - Definition, scope and role of operations management - Input-transformation-output model |
| 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 |
| 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 |
| Quality Management and Performance Measurement | 15-20% | - Key Performance Indicators (KPIs) for operations - 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 |
| Process Design, Planning and Improvement | 20-25% | - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Process mapping, workflow and design principles - Forecasting, scheduling and inventory management - Benchmarking and process optimization - Capacity planning, demand management and resource allocation |
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質問 # 26
Total Quality Management is built on 8 founding principles. Which of the following do these include? Select THREE.
正解：A、C、D
解説：
The other 5 principles are; customer focus, system integration, communication and continuous improvement
質問 # 27
A lorry used for transporting goods between warehouses has a light that flashes up on the dashboard when engine oil needs to be replaced soon. This is an example of what form of maintenance?
正解：B
解説：
This is an example of condition-based maintenance. This is when, prior to failure, the user is alerted to a potential problem and given time to fix it before it happens. Preventative maintenance is proactively checking regularly, so in this scenario it would be the driver checking the oil level manually before each journey. Reactive maintenance would be changing the oil when it needs changing (not beforehand). Run to breakdown would be driving the vehicle until it doesn't go any more then replacing the vehicle. See p.103.
質問 # 28
Spotted Elephant Ltd is a confectionary manufacturer whose operations department is headed by Brian. Brian is looking into Total Quality Management and ways of implementing this in the factory. He is considering the introduction of Total Productive Maintenance. What would this involve?
正解：C
解説：
2 is the correct answer. The Total Productive Maintenance approach is about ensuring machinery is always at fulloperating power. In order to do this, the machinery will need to be serviced more frequently. See p.109
質問 # 29
In what circumstances would an organisation use a Fishbone diagram?
正解：B
解説：
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
質問 # 30
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 6?
正解：D
解説：
The correct answers are as follows:
質問 # 31
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