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CIPS L5M9 Exam Syllabus Topics:

Section	Objectives
Performance Improvement in Operations	- Continuous improvement approaches 1. Business process re-engineering 2. Process improvement methodologies - Performance measurement and benchmarking 1. Setting performance targets 2. Benchmarking techniques
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
Operations Processes and Systems	- Four Vs of operations 1. Visibility 2. Volume 3. Variety 4. Variation in demand - Process design and analysis 1. Input–transformation–output model 2. Types of operations: manufacturing and services
Operations Management Concepts	- Performance objectives of operations 1. Dependability 2. Quality 3. Flexibility 4. Speed 5. Cost - Definition and scope of operations management 1. Operations as transformation process (input–transformation–output) 2. Role of operations in supply chain efficiency and effectiveness
Operations Strategy and Performance	- Order winners and order qualifiers 1. Competitive positioning through operations capability - Operations strategy development 1. Top-down vs bottom-up strategy perspectives 2. Stages of operations strategy evolution

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CIPS Operations Management L5M9 Prüfungsfragen mit Lösungen (Q95-Q100):

95. Frage
In the Balanced Scorecard approach to measuring performance measures, which of the following is considered a 'hard parameter'?

A. customer
B. financial
C. learning and growth
D. business processes

Antwort: B

Begründung:
Finance is the 'hard' parameter, and the other three are soft p.79. If you've not come across the Balanced Scorecard before this is one that's worth learning as it comes up in other modules at Level 5. I particularly like this YouTube video which explains the concept extremely well: https://www.youtube.com/watch?v=lGJ-25hikHA

96. Frage
One of the main differences between Business Process Re-Engineering and Kaizen is that Kaizen is more expensive, is this true?

A. no- Business Process Re-engineering is a slow process that involves all members of the team
B. yes- Kaizen uses a cross-functional team to implement
C. yes- Kaizen involves changing an entire process
D. no- Business Process Re-Engineering is usually more expensive as a Consultant is often hired

Antwort: D

Begründung:
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.

97. Frage
Which of the following are basic performance objectives used for day-to-day operations and ensure staff are working towards tangible achievements? Select TWO

A. quality
B. cost
C. operations agility
D. customer satisfaction

Antwort: A,B

Begründung:
The 5 BASIC performance objectives (according to CIPS) are cost, quality, flexibility, speed and dependability. Customer Satisfaction and Operations Agility are objectives at the strategic level. See p.75

98. Frage
Paul is conducting a Quality Assessment on the products created at a fabric factory. Among other factors, he believes quality is concerned with conformance and aesthetics. Is Paul correct?

A. No- quality is not concerned with aesthetics
B. No- quality criteria includes performance and reliability
C. Yes- other criteria include performance and reliability
D. Yes- other criteria include cost and speed

Antwort: C

Begründung:
Firstly the statement is true- so discount options 3 and 4. Then between 1 and 2, 2 is incorrect because cost and speed are NOT characteristics of quality. Quality is concerned with; performance, features, reliability, conformance, durability and aesthetics - Garvin (1987). P.76

99. Frage
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 6?

A. learning and growth criteria
B. business process criteria
C. customer criteria
D. finance criteria

Antwort: C

Begründung:
The correct answers are as follows:

100. Frage
......

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