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| Section | Objectives |
|---|---|
| Competency 2: Quality Management | - Quality management philosophies (Deming, Juran, Crosby) - Cost of quality (prevention, appraisal, internal/external failure) - Total Quality Management (TQM) - Malcolm Baldrige National Quality Award criteria |
| Competency 4: Supply Chain Management | - Logistics and distribution - Sourcing and procurement - Inventory management - Supply chain design and strategy |
| Competency 6: Production Planning and Scheduling | - Material Requirements Planning (MRP) - Master Production Schedule (MPS) - Theory of Constraints (TOC) - Just-in-Time (JIT) and Kanban systems - Aggregate planning |
| 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 | - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology - Lean operations and waste elimination - Cause-and-effect diagrams (fishbone diagrams) - Statistical Process Control (SPC) |
| 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 |
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NEW QUESTION # 61
Which two statements are true about effective capacity?
Choose 2 answers
Answer: B,D
Explanation:
Effective capacityrepresents themaximum output a system can realistically achieve under normal operating conditions. It is alwayslower than design capacity, which assumes ideal, uninterrupted conditions.
StatementAis correct because effective capacity accounts for:
* Scheduled maintenance
* Breaks and shift changes
* Setup times
* Normal inefficiencies
StatementBis also correct because effective capacity is considered astable, ongoing measureused for operational planning and performance evaluation. It reflects how a system is designed to operate sustainably over time, not temporarily.
StatementCis incorrect because effective capacity is not a short-term or temporary measure; it is used consistently for planning, scheduling, and forecasting.
StatementDis incorrect because effective capacity does not define aminimumoutput level-it defines a realistic maximumunder expected conditions.
In Operations Management, effective capacity is essential for:
* Capacity utilization calculations
* Aggregate planning
* Location and facility decisions
* Bottleneck analysis
By distinguishing between design and effective capacity, managers avoid unrealistic expectations and plan resources more accurately, reducing congestion, overtime, and quality problems.
NEW QUESTION # 62
Which term means to schedule a job that starts immediately, regardless of the due date?
Answer: D
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 # 63
Which formula would compute process velocity?
Answer: B
Explanation:
Process velocityis computed using the ratio:
Process Velocity = Throughput Time / Value-Added Time
This metric measures how efficiently time is used within a process. A high ratio indicates excessivenon- value-added time, such as waiting, moving, or rework.
Operations Management focuses on reducing throughput time while maximizing value-added activities.
Process velocity highlights inefficiencies that are often invisible in traditional productivity measures.
The other formulas measure different concepts:
* Resource utilization (A)
* Performance efficiency (B)
* Productivity (D)
A low process velocity (closer to 1) indicates a lean, efficient process, while high values suggest opportunities for improvement.
NEW QUESTION # 64
Which instrument would use an allocation process for space requirements in an industry scenario?
Answer: B
Explanation:
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.
NEW QUESTION # 65
What are two strategic objectives for every member of the supply chain?
Choose 2 answers
Answer: A,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 # 66
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