P.S.JpshikenがGoogle Driveで共有している無料の2026 WGU Operations-Managementダンプ：https://drive.google.com/open?id=1raP4gYyzNxuv13Rq_fJikCw_axDktNPl
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| Section | Objectives |
|---|---|
| Competency 7: Forecasting | - Forecast accuracy measures - Quantitative forecasting methods (moving averages, exponential smoothing) - Qualitative forecasting methods |
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions - Capacity planning strategies |
| Competency 2: Quality Management | - Malcolm Baldrige National Quality Award criteria - Total Quality Management (TQM) - Quality management philosophies (Deming, Juran, Crosby) - Cost of quality (prevention, appraisal, internal/external failure) |
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - Product and service design - History and evolution of operations management |
| Competency 3: Process Improvement and Problem Solving | - Statistical Process Control (SPC) - Six Sigma methodology - Cause-and-effect diagrams (fishbone diagrams) - Lean operations and waste elimination - Plan-Do-Study-Act (PDSA) cycle |
| Competency 6: Production Planning and Scheduling | - Material Requirements Planning (MRP) - Just-in-Time (JIT) and Kanban systems - Master Production Schedule (MPS) - Theory of Constraints (TOC) - Aggregate planning |
| Competency 4: Supply Chain Management | - Inventory management - Logistics and distribution - Sourcing and procurement - Supply chain design and strategy |
>> Operations-Management赤本勉強 <<
話と行動の距離はどのぐらいありますか。これは人の心によることです。意志が強い人にとって、行動は目と鼻の先にあるのです。あなたはきっとこのような人でしょう。WGUのOperations-Management認定試験に申し込んだ以上、試験に合格しなければならないです。これもあなたの意志が強いことを表示する方法です。Jpshikenが提供したトレーニング資料はインターネットで最高のものです。WGUのOperations-Management認定試験に合格したいのなら、JpshikenのWGUのOperations-Management試験トレーニング資料を利用してください。
質問 # 20
Which capacity planning measurement tells how much capacity a company is using?
正解：B
解説：
Comprehensive and Detailed Explanation (#250 words):
Capacity utilizationmeasures how much of a company's available capacity is actually being used.
It is calculated as:
Capacity Utilization = Actual Output / Design or Effective Capacity
In Operations Management, capacity utilization provides insight into:
* Operational efficiency
* Resource usage
* Potential bottlenecks or underutilization
High utilization may indicate efficiency but can also lead to congestion, fatigue, and quality problems. Low utilization suggests excess capacity and higher unit costs.
The other terms describe different concepts:
* Design capacityis the maximum theoretical output
* Effective capacityaccounts for normal disruptions
* Capacity focusrefers to strategic specialization
Capacity utilization helps managers balance efficiency with flexibility, making it a core performance metric in both manufacturing and service operations.
質問 # 21
A company suddenly finds demand has increased to 140% of its previous capacity. It has been able to hire only a fraction of the employees previously laid off, and a warehouse fire destroyed 80% of its inventory.
Which two options does the company have to rapidly meet the new demand?
Choose 2 answers
正解：B、D
解説：
When demand rises suddenly to140% of existing capacity, the firm must rely onshort-term, flexible capacity optionsto respond quickly.
The two appropriate options are:
* Hiring temporary workers
* Subcontracting a portion of production capacity
Temporary workers can be deployed rapidly with minimal onboarding time, allowing the firm to increase output without long-term labor commitments. This option is especially effective when the demand surge may be temporary or uncertain.
Subcontracting provides immediate access toexternal capacitywithout requiring capital investment. It allows the firm to meet demand while avoiding the risks associated with permanent expansion.
The other options are not viable in the short term:
* Building new facilities is capital-intensive and slow
* Hiring and training full-time employees requires time and long-term commitment Operations Management distinguishescapacity-based optionsinto short-term (temporary labor, overtime, subcontracting) and long-term (facilities, permanent workforce). In crisis situations, speed and flexibility dominate decision-making.
質問 # 22
Why is capacity requirements planning (CRP) important?
正解：D
解説：
Capacity Requirements Planning (CRP) is important because itcompares available production capacity to planned workloads, ensuring feasibility.
Once demand has been translated into production and material plans, CRP validates whether:
* Machines are available
* Labor hours are sufficient
* Work centers are not overloaded
Without CRP, organizations risk releasing production plans that cannot be executed, resulting in:
* Bottlenecks
* Overtime
* Missed delivery dates
* Poor resource utilization
The incorrect options describe other functions:
* Employee efficiency is evaluated through performance metrics
* Lead time transparency is a scheduling outcome, not CRP's core purpose
* Material coordination is handled by MRP
CRP ensures alignment betweenwhat is plannedandwhat is possible, making it a critical link between planning and execution in Operations Management.
質問 # 23
How do just-in-time (JIT) and lean systems add value?
正解：A
解説：
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.
質問 # 24
Why is kanban significant to the "pull" system?
正解：B
解説：
Kanbanis significant to the pull system because itspecifies the exact quantity of a product that needs to be produced.
In a pull system, production is triggered byactual demand, not forecasts. Kanban cards or signals authorize the movement or production of a specific quantity only when downstream processes require it.
Kanban supports:
* Inventory reduction
* Flow synchronization
* Waste elimination
* Visual control
Each kanban represents permission to produce or move a defined quantity, preventing overproduction-one of the most costly forms of waste.
The other options are incorrect:
* Work items do not need to be identical
* Kanban applies to core production, not just support
* It does not rank organizations
Kanban is a cornerstone of JIT and lean systems because it operationalizes the pull principle in a simple, visual, and disciplined way.
質問 # 25
......
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