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| Section | Weight | Objectives |
|---|---|---|
| Lean, Agile and Responsive Operations | 15-20% | - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors |
| Quality Management and Performance Measurement | 15-20% | - Quality standards: ISO 9000 series and related frameworks - Quality control, assurance and improvement tools - Key Performance Indicators (KPIs) for operations - Total Quality Management (TQM) concepts and application - Measuring efficiency, productivity and customer satisfaction |
| Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Operations strategy alignment with organizational goals - Definition, scope and role of operations management - Input-transformation-output model - Linkages between operations, procurement and supply chain |
| Process Design, Planning and Improvement | 20-25% | - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Forecasting, scheduling and inventory management - Benchmarking and process optimization - Capacity planning, demand management and resource allocation - Process mapping, workflow and design principles |
| 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 |
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NEW QUESTION # 89
In order to keep processing costs down, which of the following should a company opt for in terms of operating processes?
Answer: C
Explanation:
2 is the correct response. This is the only response where both characteristics given keeps costs down. High volume means a lower unit cost and higher profits. Low variety keeps costs down as you don't need to produce many different products. In the other three options high variety, high variation and high visibility all lead to increased costs. P. 50
NEW QUESTION # 90
Under what circumstances would an 'intermittent operations' process be the most suitable?
Answer: D
Explanation:
1 is the correct answer. Intermittent operations is when you have different products that require different product arrangements. For example when you produce several items in small batches and need to change the configuration of the machines regularly. A factory that makes boxes of chocolates will use intermittent operations as they'll produce 12 different types of chocolate to go into the boxes- they'll need to stop operations after each type is made, to then set up to make the next type. This is the opposite of continuous production, where you make one product continuously (e.g. tins of tomatoes). This is from p.13. Option 2 is incorrect as quality assurance wouldn't stop production. Option 3 is incorrect as you can have a few staff doing continuous operations. Option 4 is incorrect as a high volume would indicate this is continuous production rather than intermittent. See p.13.
NEW QUESTION # 91
Tools by Tom is a manufacturer of hardware. They have recently advertised that a new range of hammers would be released shortly, however due to issues in the supply chain and a low-quality delivery of steal, the production of the new hammers has been put on hold. Of the following, which are internal impacts of failure for the company? Select TWO.
Answer: A,B
Explanation:
3 and 4 are internal impacts of failure- the others are external. See p.93 for more information.
NEW QUESTION # 92
Which of the following is not an example of Statistical Process Control?
Answer: C
Explanation:
A flowchart isn't considered a Statistical Process Control because it doesn't involve statistics- this is from p.124. If you're thinking that the others might not include statistic... That was my thoughts when I first read this chapter- but remember to just go with what the study guide says.
NEW QUESTION # 93
Which of the following is not a key stakeholder in the implementation of Six-Sigma?
Answer: C
Explanation:
Suppliers are not a stakeholder for Six Sigma- the other three are- this is from p.136
NEW QUESTION # 94
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