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| Section | Objectives |
|---|---|
| Quality Management | - Total Quality Management (TQM) - Six Sigma and Continuous Improvement |
| Operations Management Foundations | - Introduction to Operations and Productivity - Operations Strategy and Competitiveness |
| Project and Operations Scheduling | - Scheduling Techniques - Project Management Basics |
| Forecasting and Planning | - Demand Forecasting Methods - Aggregate Planning |
| Supply Chain and Inventory Management | - Just-in-Time (JIT) and Lean Operations - Supply Chain Design and Logistics - Inventory Models and Control Systems |
| Process Design and Analysis | - Process Mapping and Flow - Capacity Planning and Bottlenecks |
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NEW QUESTION # 54
Which total quality management (TQM) process was developed to stress management's responsibility for quality?
Answer: B
Explanation:
The14 Points for Quality Improvement, developed byW. Edwards Deming, explicitly stressmanagement' s responsibility for qualityand form a foundational element of Total Quality Management (TQM).
Deming argued that quality problems aresystemic, meaning they originate primarily from management- controlled processes rather than individual workers. His 14 Points call on leadership to create an environment where quality can thrive throughlong-term thinking, process improvement, and employee involvement.
Key management-focused principles include:
* Creating constancy of purpose
* Adopting a new philosophy of quality
* Eliminating dependence on inspection
* Driving out fear in the workplace
* Breaking down departmental barriers
* Instituting leadership instead of supervision
Unlikestatistical quality control charts, which are technical tools, Deming's points definemanagerial behavior and organizational culture. "Fitness for use" is a definition of quality, not a management system, and product design quality focuses only on one stage of the product lifecycle.
In Operations Management, Deming's framework reshaped how organizations view quality-shifting responsibilityupward to leadership, not downward to operators. This philosophy underpins continuous improvement, employee empowerment, and long-term competitiveness.
By emphasizing leadership accountability, the 14 Points integrate quality into strategy, operations, supplier relationships, and workforce management, making them one of the most influential contributions to modern quality management.
NEW QUESTION # 55
What are two strategic objectives for every member of the supply chain?
Choose 2 answers
Answer: C,D
Explanation:
Two universal strategic objectives for all supply chain members areincreasing cost effectivenessand becoming more efficient.
Every organization in the supply chain-suppliers, manufacturers, distributors, and retailers-must manage costs while improving operational efficiency to remain competitive.
Cost effectiveness ensures:
* Sustainable margins
* Competitive pricing
* Resource optimization
Efficiency focuses on:
* Process improvement
* Waste reduction
* Throughput enhancement
* Reliable delivery
While reducing lead times and increasing demand are desirable outcomes, they are not universal strategic objectives for every participant. Distribution location decisions apply only to specific nodes.
Operations Management views supply chains asinterdependent systems, where overall performance depends on efficiency and cost discipline at each stage.
NEW QUESTION # 56
What would be an organization's next step after it has revised or implemented new operations?
Answer: A
Explanation:
After implementing revised or new operations, the correct next step is tofollow up to ensure that the new operation resolves quality problems.
Operations Management emphasizes that implementation alone does not guarantee improvement. Post- implementation follow-up is required to:
* Verify performance improvements
* Detect unintended consequences
* Confirm quality objectives are met
* Ensure process stability
This step is central tocontinuous improvementand aligns with PDCA (Plan-Do-Check-Act) and DMAIC cycles.
The other options are ineffective or redundant:
* Reversing operation order adds no value
* Revising before use contradicts implementation
* Re-analyzing the old process ignores the change
Follow-up transforms change into learning and ensures operational improvements are sustained over time.
NEW QUESTION # 57
Which element is part of a financial plan?
Answer: D
Explanation:
Budget projectionsare a core element of a financial plan.
A financial plan outlines how resources will be allocated to support organizational objectives. Budget projections include:
* Revenue forecasts
* Cost estimates
* Capital expenditure plans
* Cash flow projections
Operations Management relies on financial plans to ensure that capacity decisions, inventory levels, and workforce plans are economically feasible.
The other options belong to different planning domains:
* SWOT analysis is part of strategic planning
* Product pricing is part of marketing strategy
* Compensation planning is part of human resources
Budget projections provide the financial constraints and targets within which operations must function.
NEW QUESTION # 58
What is one advantage of a periodic review system?
Answer: A
Explanation:
A key advantage of aperiodic review inventory systemis thatall items are reviewed at the same time interval.
In a periodic review system:
* Inventory levels are checked at fixed intervals (e.g., weekly, monthly)
* Orders are placed to raise inventory to a target level
* Multiple items can be ordered together
This approach simplifies administration and reduces ordering costs, making it especially suitable for:
* Retail environments
* Low-value or slow-moving items
* Situations where continuous monitoring is impractical
The other options describe continuous review systems:
* Individual item handling
* Real-time inventory updates
* Lower safety stock requirements
Operations Management recognizes periodic review as a trade-off between control and simplicity. While it may require higher safety stock, it offers operational efficiency and cost savings in many contexts.
NEW QUESTION # 59
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