Regular practice can give you the skills and confidence needed to perform well on your L5M9 exam. By practicing your Operations Management (L5M9) exam regularly, you can increase your chances of success and make sure that all of your hard work pays off when it comes time to take the test. We understand that every Operations Management (L5M9) exam taker has different preferences. To make sure that our CIPS L5M9 preparation material is accessible to everyone, we made it available in three different formats.
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Agile approaches: flexibility, responsiveness and speed - Application in manufacturing, service and public sectors - Lean principles: waste elimination, value stream mapping |
| Topic 2: 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 |
| Topic 3: Process Design, Planning and Improvement | 20-25% | - Capacity planning, demand management and resource allocation - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Benchmarking and process optimization - Process mapping, workflow and design principles - Forecasting, scheduling and inventory management |
| Topic 4: Operational Risk, Sustainability and Ethics | 15-20% | - Ethical and responsible operations management - ESG considerations in operational design and delivery - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy |
| Topic 5: Quality Management and Performance Measurement | 15-20% | - Measuring efficiency, productivity and customer satisfaction - Total Quality Management (TQM) concepts and application - Quality control, assurance and improvement tools - Key Performance Indicators (KPIs) for operations - Quality standards: ISO 9000 series and related frameworks |
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NEW QUESTION # 54
Spotted Elephant Ltd is a confectionary manufacturer whose operations department is headed by Brian. Brian is looking into Total Quality Management and ways of implementing this in the factory. He is considering the introduction of Total Productive Maintenance. What would this involve?
Answer: C
Explanation:
2 is the correct answer. The Total Productive Maintenance approach is about ensuring machinery is always at fulloperating power. In order to do this, the machinery will need to be serviced more frequently. See p.109
NEW QUESTION # 55
In the Balanced Scorecard approach to measuring performance measures, which of the following is considered a 'hard parameter'?
Answer: D
Explanation:
Finance is the 'hard' parameter, and the other three are soft p.79. If you've not come across the Balanced Scorecard before this is one that's worth learning as it comes up in other modules at Level 5. I particularly like this YouTube video which explains the concept extremely well: https://www.youtube.com/watch?v=lGJ-25hikHA
NEW QUESTION # 56
Little Joy Ltd is a large company with several functional departments. Below are details of four departments. For each, you must decide which functional area of the business the department is, as well as the SERVQUAL Gap that each Department Lead is concerned with.
Department 1: This department is concerned with the creation of products. The products are created in line with BS EN 716-1 and undergo vigorous tests before they leave the factory. Many customers are unaware of the additional costs of testing to BS EN 716-1 and complain about the price of this product line.
Department 2: Other departments of the business are internal customers of this functional area and approach the Department Lead when they require something to be bought. Often the internal customers have unrealistic expectations of the timescales involved in the process and the Department Lead spends a lot of time explaining lead times and logistics.
Department 3: This functional area creates the budgets for the company and emails these to the Department Leads at the beginning of every quarter. Due to the complexity of the documents, other functional areas of the business often don't understand the information provided.
Department 4: This area of the business is concerned with revenue, which has recently slumped. The Department Lead is conducting market surveys to find out the reason for this.
Complete the table below by listing the Functional Area of the business, and the corresponding SERVQUAL Gap. Each response should only be used once: procurement, finance, sales, production, satisfaction gap, delivery gap, standards gap, communication gap.
Which of the following will you put into box 3?
Answer: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 57
JJ Ltd is a sporting goods manufacturer who is based in the UK. It is considering expanding its operations to include manufacturing sites based in South Americ a. Which of the following considerations will JJ Ltd need to consider now that they are becoming an international organisation? Select TWO
Answer: B,C
Explanation:
In global sourcing cultural aspects will be important (such as differences in language and customs). Quality Standards is also a consideration as these differ from country to country. Keeping costs down and product design are incorrect as these would have been a consideration beforehand- they're not new considerations as per the question. See p.66 of the study guide.
NEW QUESTION # 58
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?
Answer: D
Explanation:
The correct answers are as follows:
NEW QUESTION # 59
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