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| Section | Objectives |
|---|---|
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - Product and service design - History and evolution of operations management |
| Competency 5: Capacity Planning and Facility Layout | - Capacity planning strategies - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions |
| Competency 2: Quality Management | - Cost of quality (prevention, appraisal, internal/external failure) - Total Quality Management (TQM) - Quality management philosophies (Deming, Juran, Crosby) - Malcolm Baldrige National Quality Award criteria |
| Competency 4: Supply Chain Management | - Logistics and distribution - Supply chain design and strategy - Sourcing and procurement - Inventory management |
| Competency 3: Process Improvement and Problem Solving | - Statistical Process Control (SPC) - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology - Lean operations and waste elimination - Cause-and-effect diagrams (fishbone diagrams) |
| Competency 6: Production Planning and Scheduling | - Theory of Constraints (TOC) - Just-in-Time (JIT) and Kanban systems - Master Production Schedule (MPS) - Aggregate planning - Material Requirements Planning (MRP) |
| Competency 7: Forecasting | - Quantitative forecasting methods (moving averages, exponential smoothing) - Qualitative forecasting methods - Forecast accuracy measures |
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NEW QUESTION # 46
What would be an organization's next step after it has revised or implemented new operations?
Answer: C
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 # 47
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?
Answer: B
Explanation:
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.
NEW QUESTION # 48
How does a just-in-time (JIT) system influence all functional areas within a company?
Choose 2 answers
Answer: A,C
Explanation:
A just-in-time (JIT) system influences all functional areas byreducing wasteanddeveloping new ways to generate revenue.
First,waste reductionis the most visible and immediate effect of JIT across the organization. JIT eliminates excess inventory, waiting time, overproduction, unnecessary movement, and defects. These improvements require coordination across operations, purchasing, logistics, marketing, and finance, ensuring that all functions align with lean principles.
Second, JIT enablesnew revenue-generation opportunitiesby improving responsiveness, quality, and delivery speed. When an organization becomes more flexible and reliable, it can:
* Offer shorter lead times
* Improve customer satisfaction
* Support customization
* Compete in higher-value market segments
The remaining options are either indirect outcomes or incorrect:
* Enhancing worker ability is a supporting mechanism, not the primary systemic influence
* Demonstrating intrinsic values is cultural, not an operational outcome
* Convenience-based participation contradicts JIT discipline
Operations Management highlights that JIT is anenterprise-wide system, not a production-only method. Its benefits materialize only when all functional areas operate in synchronization.
NEW QUESTION # 49
A company decides and makes plans to enter into a new market.
Which project life cycle phase does this strategy directly relate to?
Answer: D
Explanation:
Entering a new market directly relates to theconception phaseof the project life cycle.
At this stage, management identifies:
* Strategic opportunities
* Market gaps
* Growth options
* Alignment with organizational goals
Deciding to enter a new market represents theinitial recognition of opportunity, which triggers project consideration.
Feasibility analysis occurs afterward to evaluate financial, technical, and operational viability. Planning and execution only begin once the project is approved.
Operations Management relies on clear conception decisions to ensure resources are committed only to strategically aligned initiatives.
NEW QUESTION # 50
Which term means to schedule a job that starts immediately, regardless of the due date?
Answer: A
Explanation:
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.
NEW QUESTION # 51
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