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CIPS L5M9 Exam Syllabus Topics:

Section	Objectives
Topic 1: Operations Strategy and Performance	- Operations strategy development 1. Stages of operations strategy evolution 2. Top-down vs bottom-up strategy perspectives - Order winners and order qualifiers 1. Competitive positioning through operations capability
Topic 2: 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
Topic 3: Operations Management Concepts	- Definition and scope of operations management 1. Operations as transformation process (input–transformation–output) 2. Role of operations in supply chain efficiency and effectiveness - Performance objectives of operations 1. Cost 2. Dependability 3. Flexibility 4. Speed 5. Quality
Topic 4: Quality and Reliability Management	- Failure prevention and recovery 1. Failure Mode and Effects Analysis (FMEA) 2. Maintenance strategies and reliability improvement 3. Failure measurement and impact - Total Quality Management (TQM) 1. Quality assurance vs total quality
Topic 5: 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. Variety 2. Visibility 3. Volume 4. Variation in demand

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CIPS Operations Management Sample Questions (Q110-Q115):

NEW QUESTION # 110
Which of the following would you likely find on a Process Control Chart which is being used to monitor the quality of products manufactured in a factory?

A. upper and lower control limits
B. arrows showing the flow of goods
C. different activities completed and the amount of slack available in each activity
D. frequency of defects

Answer: A

Explanation:
2 is the correct answer. A Process Control Chart shows changes in a process over time (for example how hot the oven is). There are three horizontal lines; an upper control limit, a central line, and a lower control line. The idea is that the temperature is measured regularly and always falls between the upper and lower lines, and as close to the central line as possible. P.127

NEW QUESTION # 111
The goal of Operations Management is to create processes which ensure the three Es: Efficiency, Effectiveness and Efficacy. What is meant be Efficacy?

A. the process is optimised
B. the process meets the intended purpose
C. the process is cost-effective
D. the process produces as little waste as possible

Answer: B

Explanation:
1 is correct, Efficacy means the process meets its intended purpose (i.e. that it produces the intended result/ effect). This is from p.3 of the study guide.

NEW QUESTION # 112
Which of the following is not a key stakeholder in the implementation of Six-Sigma?

A. processes
B. customers
C. employees
D. suppliers

Answer: D

Explanation:
Suppliers are not a stakeholder for Six Sigma- the other three are- this is from p.136

NEW QUESTION # 113
Which of the following situations would use a fixed-position layout?

A. vehicle assembly
B. buffet style restaurant
C. ship construction
D. supermarket

Answer: C

Explanation:
Ship construction would used a fixed-position layout. This is when you're making something that is too big/ heavy to pass through a traditional factory / conveyor belt set up. So rather than the item passing to different teams/ departments, each team / department comes to the item when it is their time to work on it. In the other examples the item (vehicle, food in the supermarket or buffet) the products get moved around- the ship is the only item that remains where it is. This question is based on the 4 types of Plant Layout on p.17. This could form part of a drag and drop question too.

NEW QUESTION # 114
In the SERVQUAL model how many different types of gaps should be identified by a service provider?

A. 0
B. 1
C. 2
D. 3

Answer: B

Explanation:
There are 5 gaps in the SERVQUAL model: knowledge, standards, delivery, communication and satisfaction. The gaps measure the 'distance' between what the company provides and what customers expect. See p.56-57.

NEW QUESTION # 115
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