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| Section | Objectives |
|---|
| Understand planning and control in operations management | - Analyse capacity planning and control
- 1. Scheduling techniques
- 2. Aggregate planning
- Analyse inventory planning and control
- 1. Inventory models and systems
- 2. Just-in-time and lean principles
- Analyse forecasting and demand management
- 1. Demand management approaches
- 2. Forecasting methods
|
| 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 the improvement of operations management | - Analyse operations improvement strategies
- 1. Continuous improvement (Kaizen)
- 2. Lean operations and waste reduction
- 3. Benchmarking techniques
- Analyse quality management and improvement
- 1. Quality management approaches (TQM, Six Sigma)
- 2. Statistical process control
|
| Understand the concept and scope of operations management | - Analyse the role and activities of operations management in organisations
- 1. Operations management in different types of organisations
- 2. The extent of operations management in organisations
- 3. Definitions of operations and operations management
- Critically assess the objectives and strategies of operations management
- 1. From implementing to supporting to driving 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. Top down and bottom up perspectives of operations strategy
|
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CIPS Operations Management Sample Questions (Q36-Q41):
NEW QUESTION # 36
There are four dimensions of operating processes; volume, variety, variation and visibility. What is meant by variation?
- A. the number of different products made
- B. the amount of different uses for the item being produced
- C. the fluctuation in demand for an item
- D. the number of different customers / markets for the product
Answer: C
Explanation:
The correct answer is 1- fluctuation in demand for an item. E.g. demand for woolly hats has a high variation depending on the time of year. Other products such as bread have a low variation as demand is more constant. Be careful not to confuse variation with variety. Variety is the number of different products made. This is from p.48-49
NEW QUESTION # 37
Shireen is an Operations Manager at a cake factory. She has been asked by her manager to create a list of the transforming resources used within the factory. Which of the following would appear on her list? Select TWO
- A. facilities such as mixing equipment and ovens
- B. employees who work on the production line
- C. Information such as recipes
- D. raw materials such as flour and sugar
Answer: A,B
Explanation:
Employees and Facilities are 'transforming resources'. Raw Materials and Information are 'transformed resources'. TransformING means they do the work of converting something into something else. TransformED means they change into something. See p.45 of the study guide for more information on this.
NEW QUESTION # 38
Performance Benchmarking is a form of what type of benchmarking?
- A. internal
- B. external
- C. non-competitive
- D. competitive
Answer: A
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 # 39
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 7?
- A. satisfaction gap
- B. standards gap
- C. delivery gap
- D. communication gap
Answer: D
Explanation:
The correct answers are as follows:

NEW QUESTION # 40
There are four manufacturing companies located on Seashell Industrial Estate. Each company creates a different product and employs a different maintenance approach to its operations. For each company, select the corresponding maintenance approach and the key operating process characteristic.
Company 1: This company creates craft beer and offers customers a tour of the brewery for a small charge. The brewing equipment is serviced monthly and the brewery is kept extremely clean. All equipment is labelled with the last service date.
Company 2: This company produces seasonal items such as Easter Eggs and Christmas Cake. The equipment has a control panel where lights will flash red advising staff to check oil levels and components. Staff can then report issues to the maintenance team if remedial work is required. Product demand fluctuates throughout the year.
Company 3: This equipment does not often break down and is only fixed when it is reported by staff as no longer working. Company 3 creates toys, providing a large range of product sizes and colours based on different customer requirements.
Company 4: Parts of the machine are serviced quarterly but in general, the machine is left to run its course and is then replaced when it is no longer financially viable to fix. The company produces cereal and the operating process is focused on the quantity produced and therefore uses standardised processes.
Complete the table below by listing the maintenance approach and operating process characteristic for each company.
Each response should only be used once: preventative maintenance, run to breakdown maintenance, condition-based maintenance, mixed maintenance, volume, visibility, variation, variety

Which of the following will you put into box 8?
- A. visibility
- B. variety
- C. volume
- D. variation
Answer: C
Explanation:
The correct answers are as follows:

NEW QUESTION # 41
......
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