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CIPS L5M9 Exam Syllabus Topics:

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

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CIPS Operations Management Sample Questions (Q35-Q40):

NEW QUESTION # 35
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: A

Explanation:
The correct answers are as follows:


NEW QUESTION # 36
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 1?

Answer: A

Explanation:
The correct answers are as follows:


NEW QUESTION # 37
The RATER methodology looks at the key dimensions to providing an effective service. Which of the following is not a dimension of this framework?

Answer: C

Explanation:
Responsiveness is incorrect. The R in RATER stands for reliability. The full acronym is; reliability, assurance, tangibles, empathy, responsiveness. P.58


NEW QUESTION # 38
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 2?

Answer: B

Explanation:
The correct answers are as follows:


NEW QUESTION # 39
Under what circumstances would an 'intermittent operations' process be the most suitable?

Answer: C

Explanation:
1 is the correct answer. Intermittent operations is when you have different products that require different product arrangements. For example when you produce several items in small batches and need to change the configuration of the machines regularly. A factory that makes boxes of chocolates will use intermittent operations as they'll produce 12 different types of chocolate to go into the boxes- they'll need to stop operations after each type is made, to then set up to make the next type. This is the opposite of continuous production, where you make one product continuously (e.g. tins of tomatoes). This is from p.13. Option 2 is incorrect as quality assurance wouldn't stop production. Option 3 is incorrect as you can have a few staff doing continuous operations. Option 4 is incorrect as a high volume would indicate this is continuous production rather than intermittent. See p.13.


NEW QUESTION # 40
......

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