Operations-Management試験勉強書、Operations-Management専門試験

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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Capacity Planning and Facility Layout15%- Capacity Concepts
  • 1. Design capacity, effective capacity, utilization
  • 2. Capacity strategies and expansion
- Layout Design
  • 1. Product, process, fixed-position layouts
  • 2. Location decision factors
Supply Chain and Inventory Management20%- Inventory Control
  • 1. Just-in-Time (JIT) and lean systems
  • 2. EOQ, reorder point, safety stock
- Supply Chain Design
  • 1. Supplier relationships and tiers
  • 2. Logistics and distribution
Process Design and Analysis20%- Process Performance
  • 1. Efficiency, productivity, cycle time
  • 2. Bottleneck identification and management
- Process Types
  • 1. Line, batch, continuous, project processes
  • 2. Product vs service processes
Forecasting and Project Management20%- Demand Forecasting
  • 1. Qualitative and quantitative methods
  • 2. Error measurement and accuracy
- Project Management
  • 1. CPM/PERT, critical path analysis
  • 2. Project lifecycle and scope
Quality Management Methods25%- Quality Tools and Techniques
  • 1. Statistical process control and control charts
  • 2. Pareto charts, fishbone diagrams, flowcharts
- Total Quality Management (TQM)
  • 1. Principles and philosophies
  • 2. Cost of quality

>> Operations-Management試験勉強書 <<

Operations-Management専門試験、Operations-Management試験準備

資格試験の意味は、いくつかの点で、さまざまな専門分野での能力を示すOperations-Management資格を取得する受験者の能力を証明することです。 Operations-Management学習ガイド教材を選択すると、限られた学習時間でより多くの価値を創造し、より多くの知識を学び、受験できる試験を受けることができます。資格のあるOperations-Management試験を通じて、これは私たちのOperations-Managementの実際の質問であり、すべてのユーザーの共通の目標であり、私たちは信頼できるヘルパーなので、このような良い機会をお見逃しなく。

WGU Operations Management (C215, VDC2) 認定 Operations-Management 試験問題 (Q34-Q39):

質問 # 34
How does inventory management differ for manufacturing organizations compared to service organizations?

正解：A

解説：
Manufacturing organizations differ from service organizations because they mustmaintain tangible inventory
.
In manufacturing, inventory includes:
* Raw materials
* Work-in-progress
* Finished goods
These physical items require storage, handling, tracking, and capital investment. Inventory management is therefore a central operational concern in manufacturing.
Service organizations, by contrast, typically do not produce tangible goods. Their primary "inventory" consists of:
* Labor availability
* Time
* Capacity
Idle capacity in services cannot be stored for future use, making demand management more critical than inventory storage.
The incorrect options misrepresent service and manufacturing realities:
* Services do not maintain physical WIP
* Manufacturers do not hold inventory regardless of demand
* Idle time in services is not caused by material shortages
Operations Management highlights inventory as afundamental structural differencebetween manufacturing and service systems.


質問 # 35
A manufacturing company decides to open a new distribution center location in order to minimize distribution costs to warehouses or stores.
What tool should the manufacturing company use to determine where the new distribution center should be located?

正解：B

解説：
Thecenter-of-gravity approachis the most appropriate tool for determining the optimal location of a distribution center when the goal is tominimize total transportation costs.
This method calculates a weighted average location based on:
* Geographic coordinates of demand points
* Volume shipped to each location
The result identifies a location that minimizes the overall distance-weighted transportation cost.
Other options serve different purposes:
* Load-distance models compare alternative sites
* Transportation methods optimize shipping routes, not facility location
* Break-even analysis compares cost structures, not spatial efficiency
In Operations Management, the center-of-gravity approach is widely used for strategic distribution planning because it provides aquantitative, objective basisfor location decisions.


質問 # 36
A company is experiencing an unusual amount of deliveries that are either late or an incorrect quantity.
Which type of system is used to identify and manage this type of problem?

正解：D

解説：
Comprehensive and Detailed Explanation (#280 words):
The correct system to identify and manage frequent issues such aslate deliveries or incorrect quantitiesis MRP (Material Requirements Planning)(AnswerD).
MRP is designed to translate demand into detailed plans forwhat materials are needed, in what quantities, and when-and then to time-phased plan purchase and production orders accordingly. The document states that MRP combines detailed demand forecasts and actual requests, translates higher-level forecasts into more detailed requirements, and tracks customer requests. It also emphasizes that the MPS (which sets specific dates) is used to plan material requirements.
When deliveries are late or wrong quantities are shipped, a frequent root cause is that materials were not available when needed, orders were not released correctly, or priorities were mismanaged. MRP directly addresses these by:
* Exploding bills of materials into components
* Time-phasing planned orders
* Coordinating purchasing and production schedules
* Updating plans when demand or system status changes
ERP is broader (enterprise-wide integration), CRP focuses on comparing capacity vs workloads, and FMS is a production technology-not a planning system for material timing and quantities. Because the symptoms described are classic planning/coordination failures in materials and order timing,MRP is the best fit.


質問 # 37
What is the third basic element in the just-in-time (JIT) system if the first element is total quality management (TQM) and the second is JIT manufacturing?

正解：D

解説：
The third foundational element of theJust-In-Time (JIT) systemisrespect for people.
JIT is not merely a production technique; it is asocio-technical systembuilt on:
* Total Quality Management (TQM)
* JIT manufacturing (waste elimination, pull systems)
* Respect for people
Respect for people emphasizes:
* Employee involvement
* Continuous improvement (Kaizen)
* Training and skill development
* Empowerment to stop processes and solve problems
Operations Management recognizes that JIT cannot function without engaged, knowledgeable employees.
Workers are expected to identify problems, suggest improvements, and maintain quality at the source.
The other options are tools or outcomes, not core principles. Respect for people integrates human capability with operational excellence, making JIT sustainable and effective.


質問 # 38
A construction company produces furnished pre-fabricated manufactured homes. The production manager has discovered the following challenges within one of the facilities:
* Production quantities are low and only a small number of homes are built efficiently.
* The facility space allows for low handling of materials.
* There is limited space available for employees to operate.
Which hybrid layout should be used to address the company's needs?

正解：A

解説：
The appropriate hybrid layout isgroup technology.
Group technology combines the efficiency of product layouts with the flexibility of process layouts by grouping similar products into familiesand arranging workstations intocells. Each cell is designed to handle a specific family of products from start to finish.
In the case of prefabricated homes:
* Production volumes are low
* Product designs share similarities
* Space is constrained
* Material handling must be minimized
Group technology reduces:
* Movement of materials
* Setup times
* Work-in-process inventory
* Congestion in limited spaces
The other options are not layouts:
* Process performance metrics are measurement tools
* Manufacturing technology refers broadly to automation
* Statistical reduction control is not a recognized layout concept
Operations Management promotes group technology as an effective solution forlow-volume, moderate- variety environments, especially where space efficiency and flow improvement are critical.


質問 # 39
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