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| Section | Weight | Objectives |
|---|---|---|
| Operational Risk, Sustainability and Ethics | 15-20% | - ESG considerations in operational design and delivery - Ethical and responsible operations management - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy |
| Process Design, Planning and Improvement | 20-25% | - Process mapping, workflow and design principles - Capacity planning, demand management and resource allocation - Forecasting, scheduling and inventory management - Benchmarking and process optimization - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR |
| 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 - Quality standards: ISO 9000 series and related frameworks - Measuring efficiency, productivity and customer satisfaction |
| Principles of Operations Management | 15-20% | - Operations strategy alignment with organizational goals - Linkages between operations, procurement and supply chain - Value creation, efficiency and effectiveness - Input-transformation-output model - Definition, scope and role of operations management |
| Lean, Agile and Responsive Operations | 15-20% | - Agile approaches: flexibility, responsiveness and speed - Application in manufacturing, service and public sectors - Lean principles: waste elimination, value stream mapping - Comparison and integration of lean and agile |
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NEW QUESTION # 102
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 7?
Answer: C
Explanation:
The correct answers are as follows:
NEW QUESTION # 103
Below are details of five companies who operate a Total Quality Management System (TQM). For each company, select the system used and identify which area of the Balanced Scorecard this relates to.
Company 1: The focus of this company is to gather real-time data to assess the quality of products created during the manufacturing process. There are tight budgets and reworking any defects will affect the bottom line.
Company 2: This company is concerned about how their products are received. They have recently completed market research focused on their client's feelings. The objective is now to improve the product's look and performance to meet these expectations.
Company 3: The focus of this company is defining the customer requirements and translating this into a high-quality specification and effective operational process.
Company 4: Within this company there is a group of 6 employees who meet regularly with the objective of reducing issues that arise in the manufacturing of products.
Complete the table below by listing the TQM System used and the relevant Balanced Scorecard criteria for each company. Each response should only be used once: Quality Circle, Statistical Process Control, Kansei Engineering, Quality Function Deployment, Finance Criteria, Business Process Criteria, Learning and Growth Criteria, Customer Criteria.
Which of the following will you put into box 8?
Answer: A
Explanation:
NEW QUESTION # 104
Bilal is an Operations Manager at an apple pie manufacturer and is currently undertaking an Aggregate Capacity Analysis.
What is the purpose of this?
Answer: C
Explanation:
4 is the correct answer. Aggregate Capacity Analysis looks as medium-term capacity to see whether supply can match demand. This is from p.23. Aggregate means 'from a group or cluster' and therefore requires quite a few bits of data. For this reason option 1 is incorrect as this describes a very short term look at capacity analysis.
NEW QUESTION # 105
In which stage of development does the operations department contribute competitive advantage to an organisation?
Answer: D
Explanation:
Externally supportive is the final stage of the Hayes and Wheelwright Operations Contribution Model. At this stage Operations is proactive, and has high levels of innovation and adaption. See p.31
NEW QUESTION # 106
An Operations Manager is responsible for making many decisions. Which of the following would be a strategic decision made by an Operations Manager?
Answer: A
Explanation:
4 is the only strategic decision listed here. The other options are 'operations decisions' rather than 'strategic'. Strategic decisions influence the direction the company is going in and may have an effect on the long-term strategy of the company. Operational decisions are about ensuring everything runs smoothly and the Five Rights are achieved. This is from p.4-6 of the study guide.
NEW QUESTION # 107
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