Exam Content Manual

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APICS Certied in Production and Inventory Management

[CPIM]
Execution and Control of Operations

2012

APICS CPIM Overview of Exam Content Manual Execution and Control of Operations January 1, 2012 through December 31, 2012.
Please be aware, this is not the full CPIM Exam Content Manual (ECM), that is available at Shop APICS using the following link: http://www.apics.org/ProductCatalog/APICSProduct?ID=7230 This abbreviated version is provided to give candidates an overview of what is contained on the exams on a very high level. For exam preparation, use of the current ECM is strongly recommended.

Execution and Control of Operations Examination Abbreviated Exam Content Execution and Control of Operations Content
The table identies the four main topics of the exam. The relative importance of a topic is not necessarily reected by its level in the outline. The relative importance of these topics varies among industries, but for study purposes, the percentage gures given below can be used as a guideline. Diagnostic Part I II III IV Percentage of Exam 30% 30% 25% 15%

rely on an understanding of the decisions made about the organizational environment, strategies, and objectives. A. Principles: An understanding of the key principles of executing activities is necessary for effective operations management. These principles are inuenced by the policies that determine how work will be accomplished, such as push versus pull environments. B. Techniques: A variety of techniques are available to guide the execution of operations plans. It is important to understand the distinctions and applicability of using different techniques based on the manufacturing or service environment. For example, capacity techniques balance supply and demand. II. Control of Operations Control of operations encompasses the ongoing review and management of operational results in comparison to the established near-term plan(s), followed by analysis and application of any corrective action required to align performance with the plan. Control includes the principles and techniques, using internal and external resources, to accomplish the plan. A. Principles: The principles of operational control focus on the organizational goals, feedback from the process, and the management of the control process. An understanding of the operations environment and the distinction between internal and external elements is essential in establishing appropriate measures.

Main Topic Execution of Operations Control of Operations Management and Communication Design Trade-Offs

Content Outline
I. Execution of Operations The execution of operations includes understanding the scheduling processes that translate plans into operational activities. This includes applying methods of authorizing and releasing work, and the management of resources required to accomplish the work. All execution activities

B. Techniques: The objective of control is to compare actuals to planned results. Tools and sources of data vary depending on the environment. III. Management and Communication Management denes the goals and uses meaningful communication to bring about those goals. A. Principles: Management principles address the organization, training, and motivation of work teams and other groups of persons assigned purposeful activities. B. Techniques: Techniques apply the principles of effective communication. All include thoughtful problem denition and its impacts, criteria for evaluating solutions, and choice of the most effective solution given the criteria. IV. Design Trade-Offs Successful design balances competing resources, conicting constraints, and diverse constituencies yet simultaneously achieves prot, sustainability, and manageability. No single operational design is appropriate for all organizations or standard industry classications. Operations may be asked for inputs to new or existing systems and should understand general principles and techniques underlying the design. A. Principles: Design principles are classied according to the area to which they apply: locally, across boundaries (network), to society at large (global), or in relationship to each other. B. Techniques: Design techniques consist of those processes that a manager may invoke to arrive at an appropriate trade-off given stated objectives.

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