CIPS L5M9 New Exam Materials, L5M9 Dumps PDF

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CIPS L5M9 Exam Syllabus Topics:

SectionObjectives
Understand the concept and scope of operations management- Analyse the role and activities of operations management in organisations
  • 1. Definitions of operations and operations management
  • 2. Operations management in different types of organisations
  • 3. The extent of operations management in organisations
- 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. Top down and bottom up perspectives of operations strategy
  • 4. Order qualifying and order winning objectives
  • 5. The performance objectives of operations management (quality, speed, dependability, flexibility and cost)
Understand the design of operations management systems- Analyse the design of goods and services
  • 1. Design for sustainability and lifecycle
  • 2. Product and service design considerations
- Analyse the design of processes and capacity
  • 1. Capacity planning strategies
  • 2. Process types and layouts
Understand planning and control in operations management- Analyse forecasting and demand management
  • 1. Forecasting methods
  • 2. Demand management approaches
- Analyse inventory planning and control
  • 1. Inventory models and systems
  • 2. Just-in-time and lean principles
- Analyse capacity planning and control
  • 1. Scheduling techniques
  • 2. Aggregate planning
Understand the improvement of operations management- Analyse operations improvement strategies
  • 1. Lean operations and waste reduction
  • 2. Continuous improvement (Kaizen)
  • 3. Benchmarking techniques
- Analyse quality management and improvement
  • 1. Quality management approaches (TQM, Six Sigma)
  • 2. Statistical process control

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CIPS Operations Management Sample Questions (Q54-Q59):

NEW QUESTION # 54
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 7?

Answer: B

Explanation:
The correct answers are as follows:


NEW QUESTION # 55
At which point in the manufacturing process would Failure Mode and Effective Analysis (FMEA) be first used?

Answer: B

Explanation:
The question asks when it can be FIRST used so the correct answer is 1. FMEA detects failures early in the process, usually before mass production begins, and looks at potential failures in both design and process. It may be conducted when you have a prototype as well as later on in the manufacturing process, or when products are returned faulty. P.97-98


NEW QUESTION # 56
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?

Answer: C

Explanation:
Firstly, the sentence is False- BPR is more expensive than Kaizen- so discount options 1 and 2. Between 3 and 4, 4 is incorrect as BPR is quick and doesn't involve everyone. Kaizen is slow and involves everyone. Differences between BPR and Kaizen are on p.90 of the study guide.


NEW QUESTION # 57
Which of the following is a benefit to a company of introducing TQM?

Answer: C

Explanation:
Increased customer loyalty is a benefit of TQM (p.107). This is because the focus of TQM is customer satisfaction and this in turn will lead to customer loyalty.


NEW QUESTION # 58
In which industry would scheduling, health and safety and quality control be key focuses of operations processes?

Answer: D

Explanation:
The correct response is Construction. Out of those listed, it is the one most concerned with Health and Safety. This is from p.64


NEW QUESTION # 59
......

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