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| Section | Objectives |
|---|
| Understand planning and control in operations management | - Analyse capacity planning and control
- 1. Scheduling techniques
- 2. Aggregate planning
- Analyse inventory planning and control
- 1. Just-in-time and lean principles
- 2. Inventory models and systems
- Analyse forecasting and demand management
- 1. Demand management approaches
- 2. Forecasting methods
|
| Understand the concept and scope of operations management | - Critically assess the objectives and strategies of operations management
- 1. The stages of development of operations strategy
- 2. From implementing to supporting to driving strategy
- 3. The performance objectives of operations management (quality, speed, dependability, flexibility and cost)
- 4. Order qualifying and order winning objectives
- 5. Top down and bottom up perspectives of operations strategy
- Analyse the role and activities of operations management in organisations
- 1. Operations management in different types of organisations
- 2. The extent of operations management in organisations
- 3. Definitions of operations and operations management
|
| Understand the improvement of operations management | - Analyse quality management and improvement
- 1. Statistical process control
- 2. Quality management approaches (TQM, Six Sigma)
- Analyse operations improvement strategies
- 1. Lean operations and waste reduction
- 2. Continuous improvement (Kaizen)
- 3. Benchmarking techniques
|
| Understand the design of operations management systems | - Analyse the design of processes and capacity
- 1. Capacity planning strategies
- 2. Process types and layouts
- Analyse the design of goods and services
- 1. Product and service design considerations
- 2. Design for sustainability and lifecycle
|
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CIPS Operations Management Sample Questions (Q30-Q35):
NEW QUESTION # 30
Building redundancy into operational procedures increases what for an organisation? Select TWO
- A. costs
- B. reliability
- C. risk
- D. customer satisfaction
Answer: A,B
Explanation:
the correct answers are costs and reliability. 'Building in redundancy' means having a backup for if something goes wrong. An example is in a hospital where there is a main electricity server, but if this breaks, there is a backup generator which can power the building. In IT, you may have a back-up hard-drive for if you lose your data. Having a backup will incur additional costs, but it also improves reliability. P.101
NEW QUESTION # 31
Continuous Operations is a manufacturing methodology which is driven by forecasted customer numbers and has a low level of work-in-progress inventory. Is this true?
- A. no- in continuous operations there is a high level of work-in-progress inventory
- B. no- in continuous operations actual customer numbers are used
- C. yes- in continuous operations there is a low level of automation
- D. yes- in continuous operations there is a high level of standardisation
Answer: D
Explanation:
Firstly, look to see if the statement is true or false. It is true (this is taken from the table comparing continuous operations to intermittent operations on p.15). Therefore you can automatically discount options 3 and 4. Between 1 and 2, option 1 is incorrect as there is a high level of automation in continuous operations.
NEW QUESTION # 32
In Operations Management strategies, there are 10 strategic areas which fall into two categories: structure-related and infrastructure-related. Which of the following are structure-related? Select TWO
- A. quality
- B. supply network
- C. capacity
- D. performance measurements
- E. new product development
Answer: B,C
Explanation:
Capacity and Supply Network are structure-related. The other three are Infrastructure-related. This is from p.35-36 of the study guide. Structure is about the 'hardware' of the business and physical attributes. Infra-structure is considered the software and are easier to change.
NEW QUESTION # 33
At Red Glass Ltd a strategy has been developed by the Operations Department to reduce costs and streamline supply chain operations. This is being incorporated into the organisation's overarching corporate strategy. What is the name given to this type of strategy development?
- A. value engineering
- B. structure-related strategy
- C. bottom- up
- D. lean
Answer: C
Explanation:
The correct answer is bottom-up. There are 2 forms of strategy development: top down and bottom up. Bottom up is when a department within an organisation makes a strategy and it is passed up the ladder for implementation. Top down is the opposite (it is filtered down the ladder from senior management to individual departments). See p.42.
NEW QUESTION # 34
Under what circumstances would an 'intermittent operations' process be the most suitable?
- A. where quality assurance must be carried out regularly
- B. an organisation with low numbers of manufacturing staff
- C. many different items are produced in low quantities
- D. in high value, high volume production
Answer: C
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 # 35
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