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| Section | Objectives |
|---|---|
| Competency 7: Forecasting | - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures - Qualitative forecasting methods |
| Competency 3: Process Improvement and Problem Solving | - Plan-Do-Study-Act (PDSA) cycle - Cause-and-effect diagrams (fishbone diagrams) - Lean operations and waste elimination - Statistical Process Control (SPC) - Six Sigma methodology |
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - History and evolution of operations management - Product and service design |
| Competency 6: Production Planning and Scheduling | - Theory of Constraints (TOC) - Just-in-Time (JIT) and Kanban systems - Master Production Schedule (MPS) - Material Requirements Planning (MRP) - Aggregate planning |
| Competency 2: Quality Management | - Quality management philosophies (Deming, Juran, Crosby) - Cost of quality (prevention, appraisal, internal/external failure) - Malcolm Baldrige National Quality Award criteria - Total Quality Management (TQM) |
| Competency 4: Supply Chain Management | - Supply chain design and strategy - Sourcing and procurement - Logistics and distribution - Inventory management |
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Capacity planning strategies - Location analysis and decisions |
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NEW QUESTION # 54
Which total quality management (TQM) process was developed to stress management's responsibility for quality?
Answer: C
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
Which two factors affect a service location decision? Choose 2 answers
Answer: B,D
Explanation:
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.
NEW QUESTION # 56
Which statement is true about capacity requirements planning (CRP)?
Answer: C
Explanation:
The correct statement aboutCapacity Requirements Planning (CRP)is thatavailable capacity is compared to calculated workloads of relevant items.
CRP is a planning technique used after material requirements planning (MRP). While MRP determineswhat andwhenmaterials are needed, CRP verifies whether the organization hassufficient capacity-in terms of machines, labor, and work centers-to execute the planned production schedule.
CRP works by:
* Translating planned orders into workload requirements
* Assigning those workloads to specific work centers
* Comparing required capacity with available capacity
* Identifying overloads or underutilization
The incorrect options misrepresent CRP:
* CRP does not create capacity; it evaluates feasibility
* Human capital adequacy is part of workforce planning, not CRP's primary role
* CRP evaluates workloads in relation to the whole system, not isolated items Operations Management emphasizes CRP as afeasibility check, ensuring that production plans are realistic and executable before release to the shop floor.
NEW QUESTION # 57
What is a major factor in the decision to locate a business near its primary market territory?
Answer: A
Explanation:
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.
NEW QUESTION # 58
Which work system acknowledges the benefits of employee proficiency?
Answer: A
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Labor specializationacknowledges the benefits of employee proficiency by allowing workers to focus on specific tasks, increasing skill, speed, and consistency.
In Operations Management, labor specialization:
* Reduces learning time
* Increases productivity
* Improves quality consistency
* Lowers unit costs
Employees become highly proficient through repetition and experience. This principle underpins early scientific management and remains relevant in many high-volume environments.
The other options are outcomes or enablers, not work systems:
* Employee longevity is a result, not a system
* Enhanced relations support performance but do not define task design
* Lower operating cost is a consequence of specialization
While specialization can create efficiency, it must be balanced with job design strategies (e.g., enrichment or rotation) to avoid fatigue and disengagement.
NEW QUESTION # 59
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P.S. Free 2026 WGU Operations-Management dumps are available on Google Drive shared by PassTorrent: https://drive.google.com/open?id=1waoFAfvcvcEqeGCnOL16lh7X3uCTiS5W