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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Capacity Planning and Facility Layout15%- Layout Design
  • 1. Location decision factors
  • 2. Product, process, fixed-position layouts
- Capacity Concepts
  • 1. Design capacity, effective capacity, utilization
  • 2. Capacity strategies and expansion
Topic 2: Process Design and Analysis20%- Process Performance
  • 1. Efficiency, productivity, cycle time
  • 2. Bottleneck identification and management
- Process Types
  • 1. Product vs service processes
  • 2. Line, batch, continuous, project processes
Topic 3: Supply Chain and Inventory Management20%- Supply Chain Design
  • 1. Logistics and distribution
  • 2. Supplier relationships and tiers
- Inventory Control
  • 1. Just-in-Time (JIT) and lean systems
  • 2. EOQ, reorder point, safety stock
Topic 4: Forecasting and Project Management20%- Demand Forecasting
  • 1. Error measurement and accuracy
  • 2. Qualitative and quantitative methods
- Project Management
  • 1. Project lifecycle and scope
  • 2. CPM/PERT, critical path analysis
Topic 5: Quality Management Methods25%- Total Quality Management (TQM)
  • 1. Cost of quality
  • 2. Principles and philosophies
- Quality Tools and Techniques
  • 1. Statistical process control and control charts
  • 2. Pareto charts, fishbone diagrams, flowcharts

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WGU Operations Management (C215, VDC2) 認定 Operations-Management 試験問題 (Q58-Q63):

質問 # 58
What are two product system differences between the push and pull processes?
Choose 2 answers

正解：E、F

解説：
The two correct differences between push and pull systems are:
* Push moves the product forward in anticipation of demand
* Pull eliminates excessive inventory
Push systems rely on forecasts and schedule production in advance, often leading to overproduction and excess inventory if forecasts are inaccurate.
Pull systems, by contrast, produce only what is needed when it is needed, significantly reducing inventory levels and associated costs.
The incorrect options describe misconceptions:
* Overproduction increases cost, not lowers it
* Pull systems do not create additional products
* Employee relations are not defining characteristics
* Quality control exists in both systems
Operations Management favors pull systems in environments where demand variability and cost control are critical, reinforcing lean principles.


質問 # 59
What is a major factor in the decision to locate a business near its primary market territory?

正解：D

解説：
Comprehensive and Detailed Explanation (#250 words):
The dominant factor in locating a business near its primary market territory isproximity to customers.
From an Operations Management perspective, closeness to customers:
* Reduces transportation and delivery time
* Improves service responsiveness
* Enhances customer satisfaction
* Supports demand growth
This is especially critical for service organizations and distribution-intensive businesses, where customer access and speed are competitive advantages.
While proximity to labor is important, it does not define market territory. Community centers and parks are not operational drivers.
Locating near customers aligns capacity with demand, minimizes logistics complexity, and strengthens market presence.


質問 # 60
Why is the marketing plan essential to the creation of the aggregate plan?

正解：D

解説：
The marketing plan is essential to the aggregate plan because itprovides insight into operations goals and activities for the year.
Aggregate planning aligns production, workforce, and inventory decisions withexpected demand, which is forecasted by marketing. Marketing defines:
* Sales volume expectations
* Product mix
* Promotional timing
* Market priorities
Operations uses this information to:
* Set capacity levels
* Plan workforce size
* Schedule production rates
* Manage inventory
While demand data and cash flow matter, the key contribution of marketing is translating market strategy into operational requirements.
Operations Management emphasizes cross-functional integration; without marketing input, aggregate plans risk misalignment with actual market needs.


質問 # 61
Which two factors affect a service location decision? Choose 2 answers

正解：C、D

解説：
For service organizations,proximity to customersandquality-of-life issuesare two dominant factors in location decisions.
Unlike manufacturing, service operations requiredirect customer contact. Being close to customers reduces travel time, improves convenience, enhances responsiveness, and increases perceived service quality.
Examples include hospitals, banks, restaurants, and consulting offices, where location accessibility directly influences demand.
Quality-of-life issues-such as education, healthcare, housing, safety, climate, and cultural amenities-affect the ability toattract and retain skilled service employees. Human capital is a critical input in service operations, and workforce availability often outweighs cost considerations.
The other options are less relevant:
* Manufacturing proximity matters mainly for production facilities
* Warehouse storage is a logistics concern, not a service driver
Operations Management emphasizes that service location decisions balancecustomer accessandemployee satisfaction, since both directly influence service quality, productivity, and long-term sustainability.


質問 # 62
Which function does marketing play in a just-in-time (JIT) organization?

正解：A

解説：
In a just-in-time (JIT) organization,marketing focuses on customer-driven quality.
Marketing provides critical input on:
* Customer expectations
* Demand patterns
* Product features
* Service requirements
This information allows operations to design processes that meet actual customer needs rather than internal assumptions. JIT requires precise alignment between demand and production, and marketing ensures that quality is defined externally by customers.
The other options confuse marketing's role with operational execution:
* Inventory flow is managed by operations
* Assembly synchronization is a production function
* Producer-driven quality contradicts TQM principles
Operations Management stresses that JIT succeeds only whenmarketing and operations are tightly integrated, with marketing acting as the voice of the customer.


質問 # 63
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