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| Section | Weight | Objectives |
|---|---|---|
| Quality Management and Performance Measurement | 15-20% | - Total Quality Management (TQM) concepts and application - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks - Measuring efficiency, productivity and customer satisfaction - Key Performance Indicators (KPIs) for operations |
| 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 |
| Operational Risk, Sustainability and Ethics | 15-20% | - Identifying, assessing and mitigating operational risks - ESG considerations in operational design and delivery - Sustainable operations: green practices, circular economy - Ethical and responsible operations management |
| Process Design, Planning and Improvement | 20-25% | - Capacity planning, demand management and resource allocation - Benchmarking and process optimization - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Forecasting, scheduling and inventory management - Process mapping, workflow and design principles |
| Principles of Operations Management | 15-20% | - Input-transformation-output model - Value creation, efficiency and effectiveness - Operations strategy alignment with organizational goals - Linkages between operations, procurement and supply chain - Definition, scope and role of operations management |
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NEW QUESTION # 47
The methodology for defining customer requirements and creating products that meet those needs is commonly known as which of the following?
Answer: B
Explanation:
This is Quality Function Deployment. It's a framework for ensuring that products are designed in line with what customers want/ need. P.112
NEW QUESTION # 48
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 5?
Answer: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 49
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 2?
Answer: B
Explanation:
The correct answers are as follows:
NEW QUESTION # 50
Farmer Ted harvests strawberries and sells these to retailers. Once the strawberries are collected from the field they are sent through a machine which will sort them by colour- ensuring only red strawberries are sent for packaging and any green, unripe strawberries are not. Which method of Poka Yoke is being used here?
Answer: A
Explanation:
This is the contact method as it involves identifying a defect by colour (p.134). There are three methods; contact, sequence and constant number. Standardisation is not a Poka Yoke method.
NEW QUESTION # 51
Which of the following is a computer-based programme which determines the amounts of inputs required into a process?
Answer: B
Explanation:
This is MRP. You will likely remember this from Level 4- it comes up again here but there's nothing new that you won't have seen before. P.55
NEW QUESTION # 52
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