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| Section | Weight | Objectives |
|---|---|---|
| Process Design, Planning and Improvement | 20-25% | - Forecasting, scheduling and inventory management - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Process mapping, workflow and design principles - Benchmarking and process optimization - Capacity planning, demand management and resource allocation |
| Lean, Agile and Responsive Operations | 15-20% | - Agile approaches: flexibility, responsiveness and speed - Application in manufacturing, service and public sectors - Comparison and integration of lean and agile - Lean principles: waste elimination, value stream mapping |
| Principles of Operations Management | 15-20% | - Definition, scope and role of operations management - Operations strategy alignment with organizational goals - Value creation, efficiency and effectiveness - Input-transformation-output model - Linkages between operations, procurement and supply chain |
| Operational Risk, Sustainability and Ethics | 15-20% | - ESG considerations in operational design and delivery - Ethical and responsible operations management - Sustainable operations: green practices, circular economy - Identifying, assessing and mitigating operational risks |
| Quality Management and Performance Measurement | 15-20% | - Key Performance Indicators (KPIs) for operations - 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 |
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NEW QUESTION # 59
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 7?
Answer: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 60
Performance Benchmarking is a form of what type of benchmarking?
Answer: D
Explanation:
Performance Benchmarking is an internal form of benchmarking where you compare the performance of 2 different departments against each other. This is from p.82.
NEW QUESTION # 61
A bread factory is introducing a 'Poka yolk' methodology to reduce defects. What will be the focus of this?
Answer: B
Explanation:
Poka Yolk is about reducing human / user errors. This is from p.134
NEW QUESTION # 62
The functional objectives of each business department must be set prior to the organisation setting the corporate objectives. Is this True?
Answer: C
Explanation:
Firstly the statement is false- so you can discount options 1 and 2. It is false because corporate objectives are set first- these are then used to create functional objectives for each of the business departments. This is from p.34 of the study guide. [Later in the chapter it does go on to talk about top-down and bottom-up formation of strategy, which may be confusing. It is possible to build a strategy from the bottom up (i.e. from department level to corporate level) but strategy and objectives are not the same thing. Objectives are always set top-down].
NEW QUESTION # 63
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: A
Explanation:
The correct answers are as follows:
NEW QUESTION # 64
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