Evaluate whether the factory modernisation will be sufficient to improve efficiency.

4.1.1.1 the use of factors of production: land, labour, capital and enterprise

4.1.1.2 the stages of the transformational process: inputs to outputs

4.1.1.3 the contribution of operations to added value

4.1.2.1 the importance of efficiency, effectiveness, productivity and sustainability

4.1.2.2 measurement of labour productivity

4.1.2.3 the impact on a business of measures to improve sustainability of operations

4.1.3.1 the benefits and limitations of capital intensive operations

4.1.3.2 the benefits and limitations of labour intensive operations

4.1.4.1 differences between methods – advantages and disadvantages of each method

4.1.4.2 the problems of changing from one method to another

9.3.1.1 the influence of human, marketing and finance resource availability on operations decisions

9.3.1.2 the changing role of Information Technology (IT) and Artificial Intelligence (AI) in operations management

9.3.2.1 the need for flexibility with regard to volume, delivery time and specification

9.3.2.2 process innovation: changing current processes or adopting new ways of producing products or delivering services

9.3.3.1 the main features of an ERP programme

9.3.3.2 how ERP can improve a business’ efficiency in relation to: inventory control, costing and pricing, capacity utilisation, responses to change, workforce flexibility, management information

9.3.4.1 the aims and purposes of lean production

9.3.4.2 Kaizen, quality circles, simultaneous engineering, cell production, JIT manufacturing and waste management as operational strategies to achieve lean production

9.3.4.3 the limitations of operational strategies to achieve lean production

9.3.4.4 the links between lean production and inventory control, quality, employees roles, capacity management and efficiency

9.3.5.1 the need for planning operations

9.3.5.2 network diagrams as tools to plan operations

9.3.5.3 the main elements of a network diagram: activities, dummy activities, nodes

9.3.5.4 network diagrams as means of performing Critical Path Analysis (CPA), including identification of the minimum project duration and the critical path, calculation of total and free float, interpretation of the results of the analysis of a network, how minimum duration and floats might be used in project management

9.3.5.5 the benefits and limitations of CPA as a management tool