WGU Operations-Management: WGU Operations Management (C215, VDC2) braindumps PDF & Testking echter Test

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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Forecasting and Project Management20%- Demand Forecasting
  • 1. Error measurement and accuracy
  • 2. Qualitative and quantitative methods
- Project Management
  • 1. CPM/PERT, critical path analysis
  • 2. Project lifecycle and scope
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
Quality Management Methods25%- Total Quality Management (TQM)
  • 1. Cost of quality
  • 2. Principles and philosophies
- Quality Tools and Techniques
  • 1. Pareto charts, fishbone diagrams, flowcharts
  • 2. Statistical process control and control charts
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
Capacity Planning and Facility Layout15%- Capacity Concepts
  • 1. Capacity strategies and expansion
  • 2. Design capacity, effective capacity, utilization
- Layout Design
  • 1. Product, process, fixed-position layouts
  • 2. Location decision factors

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Operations-Management PDF - Operations-Management Vorbereitungsfragen

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WGU Operations Management (C215, VDC2) Operations-Management Prüfungsfragen mit Lösungen (Q58-Q63):

58. Frage
Which term means to schedule a job that starts immediately, regardless of the due date?

Antwort: D

Begründung:
Forward schedulingmeans scheduling workas soon as resources are available, regardless of the job's due date.
In Operations Management:
* Forward scheduling starts at the current time
* Jobs are scheduled sequentially into the future
* Completion dates are determined after scheduling
This method is commonly used when:
* Capacity utilization is the priority
* Due dates are flexible
* Make-to-stock environments exist
In contrast:
* Backward schedulingstarts from the due date and works backward
* Finite loadingrespects capacity limits
* Infinite loadingignores capacity constraints
Forward scheduling ensures continuous resource use but may result in early job completion and higher inventory levels.


59. Frage
A comprehensive automobile collision shop offers body and engine repair as well as custom vehicle paint options.
Which two operational processes would suit this shop?
Choose 2 answers

Antwort: A,B

Begründung:
An automobile collision shop performingbody repair, engine repair, and custom paint jobsrequires both projectandbatchprocesses.
Aproject processis appropriate because many repair jobs areunique, varying in scope, damage severity, customer requirements, and repair time. Each vehicle may require a distinct sequence of tasks, making standardized flow impractical.
Abatch processis suitable for activities such as painting or part refurbishment, where similar tasks are grouped together to improve efficiency. For example, multiple vehicles may be painted in the same color batch to reduce setup time and material waste.
Line and continuous processes are unsuitable because:
* Repairs are not standardized
* Volume is relatively low
* Customization is high
Operations Management emphasizes aligning process type withproduct variety and volume. This hybrid approach allows flexibility while maintaining efficiency where possible.


60. Frage
Which two types of operations include repetitive processes?
Choose 2 answers

Antwort: C,D

Begründung:
Line processesandcontinuous processesare the two operational process types characterized byhighly repetitive activities.
Aline processinvolves standardized products moving through a fixed sequence of steps. Each workstation performs the same task repeatedly, making it ideal for high-volume, low-variety production. Examples include automobile assembly lines and consumer electronics manufacturing.
Acontinuous processgoes a step further, operating24/7 with extremely high volume and minimal variation
. Production flows continuously rather than in discrete units. Industries such as oil refining, chemicals, and paper manufacturing use continuous processes.
The other options are not primarily repetitive:
* Project processesare unique, one-time efforts (e.g., construction projects)
* Batch processesinvolve moderate repetition but frequent changeovers between batches Operations Management classifies processes based onvolume and variety. Line and continuous processes sit at the high-volume, low-variety end of the spectrum, making repetition unavoidable and necessary for efficiency.
Repetitive processes enable:
* High labor productivity
* Low unit cost
* Process automation
* Consistent quality
However, they also require careful work system design to avoid worker fatigue and quality drift.


61. Frage
Which instrument would use an allocation process for space requirements in an industry scenario?

Antwort: B

Begründung:
Comprehensive and Detailed Explanation (#250 words):
Ablock planis the instrument used to allocatespace requirementsin an industrial layout scenario.
A block plan visually represents departments or functional areas as blocks sized according to their space needs. It helps planners:
* Allocate available space efficiently
* Visualize adjacency requirements
* Evaluate alternative layout arrangements
Block plans are particularly useful during theearly stages of facility layout design, before detailed equipment placement.
The other tools serve different purposes:
* From-to matrixanalyzes material flow between departments
* Relationship charts (REL)assess closeness preferences
* Rectilinear distancemeasures travel distance
In Operations Management, block planning ensures that space constraints, expansion possibilities, and flow efficiency are considered systematically, reducing costly layout errors.


62. Frage
How do just-in-time (JIT) and lean systems add value?

Antwort: A

Begründung:
Just-in-time (JIT) and lean systems add valueby reducing wasteacross all operational processes.
Lean Operations define value strictly from thecustomer's perspective. Any activity that does not add value to the product or service is considered waste (muda). JIT and lean systems systematically identify and eliminate this waste to improve efficiency, quality, and responsiveness.
Common types of waste targeted include:
* Overproduction
* Waiting time
* Excess inventory
* Unnecessary motion
* Transportation
* Defects and rework
* Overprocessing
By reducing waste, organizations achieve:
* Shorter lead times
* Lower costs
* Improved quality
* Greater flexibility
Options such as improving lighting or enhancing responsibility may support efficiency indirectly but do not define the core value mechanism of JIT and lean systems. Increasing simplicity is a result of waste reduction, not the primary method.
Operations Management emphasizes waste elimination as the foundation of sustainable operational excellence, making optionCthe correct answer.


63. Frage
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