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CIPS L5M9 Exam Syllabus Topics:

Section	Objectives
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. Variation in demand 4. Volume
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
Quality and Reliability Management	- Failure prevention and recovery 1. Failure measurement and impact 2. Failure Mode and Effects Analysis (FMEA) 3. Maintenance strategies and reliability improvement - Total Quality Management (TQM) 1. Quality assurance vs total quality
Performance Improvement in Operations	- Performance measurement and benchmarking 1. Setting performance targets 2. Benchmarking techniques - Continuous improvement approaches 1. Business process re-engineering 2. Process improvement methodologies
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. Flexibility 3. Dependability 4. Speed 5. Quality

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CIPS Operations Management Sample Questions (Q89-Q94):

NEW QUESTION # 89
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 3?

A. flexibility
B. cost
C. quality
D. speed

Answer: D

Explanation:
The correct answers are as follows:

NEW QUESTION # 90
Joan is the Operations Manager at a Dentist Surgery and has recently completed a Pareto Analysis with the hopes of improving the quality of service offered. Which of the following would be a possible finding from this analysis?

A. customers are twice as likely to recommend the dentist if they had a positive experience
B. 80% of complaints are caused by 20% of the dentists
C. The booking process is very slow and doesn't meet customer expectations
D. there is a gap between the service expected by customers and the service delivered

Answer: B

Explanation:
Pareto is also known as the 80/20 rule- therefore the only correct option could be 1. P.126 talks about how Pareto is applied in diagnosing quality problems within an organisation. You'll have come across Pareto in Level 4 when it was used as a way of classifying inventory.

NEW QUESTION # 91
An 'Order Qualifying' Objective contributes to the success of a business in that it is a criteria that will guarantee a customer will purchase an item. Is this sentence TRUE?

A. no- this means a customer will buy from the organisation, but not this particular product
B. no- order qualifying is the process of accepting an order from a client, which may be rejected by the organisation
C. yes- these objectives always guarantee a sale
D. yes- this means the product is superior to that of competitors

Answer: A

Explanation:
3 is correct- the sentence is false. 'Order Qualifying' is 'not a major factor in determining business success but plays a role in determining whether a customer will consider buying from the business or not'. This is a direct quote from p.43. 'Order Winners' is something that will guarantee a customer buys that product.

NEW QUESTION # 92
In Operations Management strategies, there are 10 strategic areas which fall into two categories: structure-related and infrastructure-related. Which of the following are structure-related? Select TWO

A. performance measurements
B. supply network
C. capacity
D. new product development
E. quality

Answer: B,C

Explanation:
Capacity and Supply Network are structure-related. The other three are Infrastructure-related. This is from p.35-36 of the study guide. Structure is about the 'hardware' of the business and physical attributes. Infra-structure is considered the software and are easier to change.

NEW QUESTION # 93
Which of the following is not a key stakeholder in the implementation of Six-Sigma?

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

Answer: C

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

NEW QUESTION # 94
......

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