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Unit 5 - Operations Mgt
Operations management (or production)
Operations management (also referred to as production) is essentially about ensuring that goods and services meet the needs and wants (desires) of customers.
This section of the IB Business Management syllabus examines a range of topics such as production methods, quality management, business location and crisis management.
Most of Topic 5 applies to HL students only, although both SL and HL students need to be able to make connections to the 4 "CESC" concepts: creativity, ethics, sustainability, and change.
5.6 Production planning (HL only)
5.7 Crisis management and contingency planning (HL only) (HL only)
5.8 Research and development (HL only)
5.9 Management information systems (HL only)
Operations Management and conceptual understandings (from the guide):
Change in operations impacts other business activities
Creative production process can disrupt the market
Operational business changes may affect its ethical stance
Sustainability ensures efficiency in business operations
The recommended teaching hours from the IB for Unit 5 of the Business Management syllabus are as follows:
SL = 15 hours*
HL = 45 hours
* Note: this is the shortest unit in the syllabus for SL students.
The IB Business Management syllabus content for Unit 5 is outlined below. There are four topics for SL and nine topics for HL in Unit 5: Operations management.
Unit 5.1 - Introduction to operations management
Unit 5.1 - Introduction to operations management
This section of the syllabus covers the following assessment objective:
Unit 5.2 - Operations methods
This section of the syllabus covers the following assessment objective:
- The following operations methods (AO3):
(i) Job production
(ii) Batch production
(iii) Mass/flow production
(iv) Mass customization
Unit 5.3 - Lean production and quality management (HL only)
This section of the syllabus covers the following assessment objectives:
The following features of lean production (AO1): (i) less waste, and (ii) greater efficiency (HL only)
The following methods of lean production (AO2): (i) Continuous improvement (kaizen), and (ii) Just-in-time (JIT) (HL Only)
Features of cradle to cradle design and manufacturing (AO2) (HL Only)
Features of quality control and quality assurance (AO2) (HL Only) (AO2) (HL Only)
The following methods of managing quality (AO2): (i) Quality circle, (ii) Benchmarking, and (iii) Total quality management (TQM)
The impact of lean production and TQM on an organization (AO3)
The importance of national and international quality standards (AO2)
This section of the syllabus covers the following assessment objectives:
The following ways of reorganizing production, both nationally and internationally (AO3): (i) outsourcing / subcontracting, (ii) offshoring, (iii) insourcing, and (iv) reshoring
Unit 5.5 - Break-even analysis
Unit 5.5 - Break-even analysis
This section of the syllabus covers the following assessment objectives:
A break-even chart and the following aspects of break-even analysis (AO2, AO4): (i) Break-even quantity/point, (ii) Profit or loss, (iii) Margin of safety, (iv) Target profit output, (v) Target profit, and (vi) Target price
The effects of changes in price or cost on the break-even quantity, profit, and margin of safety, using graphical and quantitative methods (AO2, AO4)
Unit 5.6 - Production planning (HL only)
This section of the syllabus covers the following assessment objectives:
The local and global supply chain process (AO2) (HL only)
The difference between JIT and just-in-case (JIC) (AO3) (HL only)
Stock control charts based on the following (AO2, AO4): (i) Lead time, (ii) Buffer stock, (iii) Reorder level, and (iv) Reorder quantity (HL only)
Capacity utilization rate (AO2, AO4) (HL only)
Defect rate (AO2, AO4) (HL only)
Productivity - Labour productivity, capital productivity, productivity rate, and operating leverage (AO2, AO4) (HL only)
Cost to buy (CTB) (AO3, AO4) (HL only)
Cost to make (CTM) (AO3, AO4) (HL only)
Unit 5.7 - Crisis management and contingency planning (HL only)
This section of the syllabus covers the following assessment objectives:
The difference between crisis management and contingency planning (AO2) (HL only)
The factors that affect effective crisis management (AO2): (i) Transparency, (ii) Communication, (iii) Speed, and (iv) Control (HL only)
Unit 5.8 - Research and development (HL only)
This section of the syllabus covers the following assessment objectives:
The importance of research and development (R&D) for a business (AO3) (HL only)
The importance of developing goods and services that address customers’ unmet needs (of which the customers may or may not be aware) (AO3) (HL only)
Intellectual property protection: (i) copyrights, (ii) patents, and (iii) trademarks (AO2) (HL only)
Innovation: (i) incremental, and (ii) disruptive (AO2) (HL only)
Unit 5.9 - Management information systems (HL only)
This section of the syllabus covers the following assessment objectives:
Data analytics (AO1) (HL only)
Database (AO1) (HL only)
Cybersecurity and cybercrime (AO1) (HL only)
Critical infrastructures, including (i) artificial neural networks, (ii) data centres, and (iii) cloud computing (AO2) (HL only)
Virtual reality (AO2) (HL only)
The Internet of things (AO2) (HL only)
Artificial intelligence (AO2) (HL only)
Big data (AO2) (HL only)
Customer loyalty programmes (AO3) (HL only)
The use of data to manage and monitor employees: Digital Taylorism (AO3) (HL only)
The use of data mining to inform decision-making (AO3) (HL only)
The benefits, risks and ethical implications of advanced computer technologies (collectively referred to here as “management information systems”) and technological innovation on business decision-making and stakeholders (AO3) (HL only)
Teacher only boxUnit 5.9 is a large section of Unit 5 with plenty of new content that we have not seen in previous iterations of the syllabus. It is important for teachers and students to focus on the Business Management aspects of management information systems, rather than the ICT or technical aspects of these topics.
If your school offers Digital Societies as a subject (or similar, such as ICT), then you could speak with these colleagues for additional support of the aforementioned topics.
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