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CIPS L5M9 Exam Syllabus Topics:

Section	Objectives
Operations Management Concepts	- Performance objectives of operations 1. Flexibility 2. Cost 3. Speed 4. Dependability 5. Quality - Definition and scope of operations management 1. Role of operations in supply chain efficiency and effectiveness 2. Operations as transformation process (input–transformation–output)
Operations Processes and Systems	- Process design and analysis 1. Types of operations: manufacturing and services 2. Input–transformation–output model - Four Vs of operations 1. Variation in demand 2. Volume 3. Visibility 4. Variety
Quality and Reliability Management	- Total Quality Management (TQM) 1. Quality assurance vs total quality - Failure prevention and recovery 1. Failure Mode and Effects Analysis (FMEA) 2. Failure measurement and impact 3. Maintenance strategies and reliability improvement
Performance Improvement in Operations	- Performance measurement and benchmarking 1. Benchmarking techniques 2. Setting performance targets - Continuous improvement approaches 1. Business process re-engineering 2. Process improvement methodologies
Operations Strategy and Performance	- Operations strategy development 1. Top-down vs bottom-up strategy perspectives 2. Stages of operations strategy evolution - Order winners and order qualifiers 1. Competitive positioning through operations capability

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CIPS Operations Management Sample Questions (Q87-Q92):

NEW QUESTION # 87
An 'Order Qualifying' Objective contributes to the success of a business in that it is a criteria that will guarantee a customer will purchase an item. Is this sentence TRUE?

A. yes- these objectives always guarantee a sale
B. no- order qualifying is the process of accepting an order from a client, which may be rejected by the organisation
C. yes- this means the product is superior to that of competitors
D. no- this means a customer will buy from the organisation, but not this particular product

Answer: D

Explanation:
3 is correct- the sentence is false. 'Order Qualifying' is 'not a major factor in determining business success but plays a role in determining whether a customer will consider buying from the business or not'. This is a direct quote from p.43. 'Order Winners' is something that will guarantee a customer buys that product.

NEW QUESTION # 88
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. capacity
B. performance measurements
C. quality
D. new product development
E. supply network

Answer: A,E

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 # 89
There are four dimensions of operating processes; volume, variety, variation and visibility. What is meant by variation?

A. the fluctuation in demand for an item
B. the amount of different uses for the item being produced
C. the number of different products made
D. the number of different customers / markets for the product

Answer: A

Explanation:
The correct answer is 1- fluctuation in demand for an item. E.g. demand for woolly hats has a high variation depending on the time of year. Other products such as bread have a low variation as demand is more constant. Be careful not to confuse variation with variety. Variety is the number of different products made. This is from p.48-49

NEW QUESTION # 90
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 2?

A. speed
B. flexibility
C. quality
D. cost

Answer: B

Explanation:
The correct answers are as follows:

NEW QUESTION # 91
What is the name given to a person in an organisation who is competent in the Six-Sigma approach?

A. Black Belt
B. Quality Circle Leader
C. Master
D. Project Owner

Answer: A

Explanation:
They're known as black belts (yes, like in martial arts). To gain a black belt in Six-Sigma you usually have to undergo a training course and have so many hours experience. See p.139.

NEW QUESTION # 92
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