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| Section | Objectives |
|---|---|
| Competency 2: Quality Management | - Quality management philosophies (Deming, Juran, Crosby) - Total Quality Management (TQM) - Malcolm Baldrige National Quality Award criteria - Cost of quality (prevention, appraisal, internal/external failure) |
| Competency 3: Process Improvement and Problem Solving | - Lean operations and waste elimination - Six Sigma methodology - Plan-Do-Study-Act (PDSA) cycle - Statistical Process Control (SPC) - Cause-and-effect diagrams (fishbone diagrams) |
| Competency 7: Forecasting | - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures - 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 4: Supply Chain Management | - Logistics and distribution - Supply chain design and strategy - Inventory management - Sourcing and procurement |
| Competency 1: Operations Management Fundamentals | - Product and service design - History and evolution of operations management - Operations strategy and competitive priorities |
| Competency 6: Production Planning and Scheduling | - Aggregate planning - Theory of Constraints (TOC) - Just-in-Time (JIT) and Kanban systems - Material Requirements Planning (MRP) - Master Production Schedule (MPS) |
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NEW QUESTION # 37
Which project life cycle phase focuses on determining whether the proposed project is technically, financially, and operationally viable?
Answer: C
Explanation:
Thefeasibility analysis phaseevaluates whether a proposed project istechnically, financially, and operationally viable.
During feasibility analysis, organizations assess:
* Cost-benefit justification
* Resource availability
* Technical constraints
* Operational impact
* Risk and uncertainty
This phase prevents organizations from committing to projects that:
* Are too costly
* Lack capability support
* Conflict with operational capacity
* Fail to deliver strategic value
Planning and execution only proceed if feasibility criteria are satisfied.
In Operations Management, feasibility analysis is especially critical for projects involving:
* Capacity expansion
* New facilities
* System implementations
* Process redesign
It serves as a decision gate that protects organizational resources and ensures disciplined project selection.
NEW QUESTION # 38
How do just-in-time (JIT) and lean systems add value?
Answer: D
Explanation:
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.
NEW QUESTION # 39
Which role do third-party logistics providers play in the supply chain?
Answer: A
Explanation:
Third-party logistics (3PL) providers act asexternal distributorsin the supply chain.
They perform logistics functions such as:
* Transportation
* Warehousing
* Distribution
* Order fulfillment
These providers operate outside the firm but integrate closely with its operations. Organizations use 3PLs to:
* Reduce capital investment
* Increase flexibility
* Access logistics expertise
* Improve service levels
Operations Management recognizes outsourcing logistics as a strategic decision that allows firms to focus on core competencies while maintaining efficient distribution networks.
NEW QUESTION # 40
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
Answer: A,C
Explanation:
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.
NEW QUESTION # 41
Which project life cycle phase includes identifying the need for a project?
Answer: A
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Theconception phaseof the project life cycle includesidentifying the need for a project.
During conception, organizations:
* Recognize problems or opportunities
* Define high-level objectives
* Align projects with strategic goals
* Decide whether a project should be considered
This phase precedes detailed planning and feasibility analysis. It focuses onwhya project is needed rather than howit will be executed.
The other phases occur later:
* Planning defines scope, schedule, and resources
* Feasibility analysis evaluates viability
* Execution implements the project
Project Management integrates with Operations Management when projects involve capacity expansion, process redesign, or system implementation.
NEW QUESTION # 42
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