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CIPS L5M9 Exam Syllabus Topics:

Section	Weight	Objectives
Lean, Agile and Responsive Operations	15-20%	- Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed - Comparison and integration of lean and agile - Application in manufacturing, service and public sectors
Operational Risk, Sustainability and Ethics	15-20%	- Sustainable operations: green practices, circular economy - ESG considerations in operational design and delivery - Ethical and responsible operations management - Identifying, assessing and mitigating operational risks
Principles of Operations Management	15-20%	- Input-transformation-output model - Definition, scope and role of operations management - Operations strategy alignment with organizational goals - Value creation, efficiency and effectiveness - Linkages between operations, procurement and supply chain
Quality Management and Performance Measurement	15-20%	- Measuring efficiency, productivity and customer satisfaction - Total Quality Management (TQM) concepts and application - Key Performance Indicators (KPIs) for operations - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks
Process Design, Planning and Improvement	20-25%	- Benchmarking and process optimization - Process mapping, workflow and design principles - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Capacity planning, demand management and resource allocation - Forecasting, scheduling and inventory management

CIPS Operations Management Sample Questions:

Question 1

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 6?

A. communication gap
B. satisfaction gap
C. standards gap
D. delivery gap

Question 2

In what circumstances would an organisation use a Fishbone diagram?

A. to visually represent links between activities
B. to depict changes in quality
C. to find the cause of an issue
D. to demonstrate a pattern has occurred

Question 3

In which industry would scheduling, health and safety and quality control be key focuses of operations processes?

A. retail
B. finance
C. agriculture
D. construction

Question 4

What is the name given to a person in an organisation who is competent in the Six-Sigma approach?

A. Black Belt
B. Project Owner
C. Master
D. Quality Circle Leader

Question 5

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 2?