2026 KoreaDumps 최신 Operations-Management PDF 버전 시험 문제집과 Operations-Management 시험 문제 및 답변 무료 공유: https://drive.google.com/open?id=14hB11B_4Xin6bGkTFR1NU9DOn8khUNsu
IT업종 종사자분들은 모두 승진이나 연봉인상을 위해 자격증을 취득하려고 최선을 다하고 계실것입니다. 하지만 쉴틈없는 야근에 시달려서 공부할 시간이 없어 스트레스가 많이 쌓였을것입니다. KoreaDumps의WGU인증 Operations-Management덤프로WGU인증 Operations-Management시험공부를 해보세요. 시험문제커버율이 높아 덤프에 있는 문제만 조금의 시간의 들여 공부하신다면 누구나 쉽게 시험패스가능합니다.
| Section | Objectives |
|---|---|
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions - Capacity planning strategies |
| Competency 2: Quality Management | - Total Quality Management (TQM) - Cost of quality (prevention, appraisal, internal/external failure) - Malcolm Baldrige National Quality Award criteria - Quality management philosophies (Deming, Juran, Crosby) |
| Competency 3: Process Improvement and Problem Solving | - Statistical Process Control (SPC) - Six Sigma methodology - Lean operations and waste elimination - Cause-and-effect diagrams (fishbone diagrams) - Plan-Do-Study-Act (PDSA) cycle |
| Competency 4: Supply Chain Management | - Supply chain design and strategy - Sourcing and procurement - Inventory management - Logistics and distribution |
| Competency 6: Production Planning and Scheduling | - Just-in-Time (JIT) and Kanban systems - Material Requirements Planning (MRP) - Master Production Schedule (MPS) - Aggregate planning - Theory of Constraints (TOC) |
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - Product and service design - History and evolution of operations management |
| Competency 7: Forecasting | - Forecast accuracy measures - Quantitative forecasting methods (moving averages, exponential smoothing) - Qualitative forecasting methods |
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질문 # 64
Which formula would indicate that a fast-food restaurant was performing at, above, or below its benchmark?
정답：A
설명：
Comprehensive and Detailed Explanation (#250 words):
The formulaActual output / standard outputindicates whether a fast-food restaurant is performingat, above, or below its benchmark.
This ratio compares real performance against a predefined standard. A value:
* Equal to 1 means performance meets the benchmark
* Greater than 1 means performance exceeds expectations
* Less than 1 indicates underperformance
Benchmarks are critical in Operations Management for:
* Performance evaluation
* Labor productivity measurement
* Process control
The other formulas measure utilization, velocity, or productivity, but do not directly reference a benchmark.
By comparing actual output to standard output, managers can quickly assess operational effectiveness and identify areas requiring corrective action.
질문 # 65
Why is it beneficial for an organization to designate employees to communicate alternative ways to complete a job in a methods analysis?
정답：D
설명：
Comprehensive and Detailed Explanation (#250 words):
Employees are designated in methods analysis becausethey may have valuable suggestions for improving the operation.
Frontline employees:
* Perform tasks daily
* Understand practical constraints
* Observe inefficiencies and waste
* Identify improvement opportunities
Operations Management recognizes that sustainable improvement requiresemployee involvement. Workers often know better ways to reduce motion, time, or effort that are invisible to managers.
The other options are incorrect:
* Tradition alone does not justify current methods
* Expertise alone does not guarantee improvement ideas
* Resistance to training is a risk, not a benefit
Methods analysis seeks to simplify, standardize, and improve work. Employee input enhances acceptance of change and improves implementation success.
질문 # 66
Which function does marketing play in a just-in-time (JIT) organization?
정답：C
설명：
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.
질문 # 67
What is meant by "duration of the change"?
정답：D
설명：
Comprehensive and Detailed Explanation (#270 words):
In capacity and aggregate planning,"duration of the change"refers tohow long the organization expects to operate at a different capacity level-higher or lower than normal. This is exactly what optionAstates.
In operations planning, managers must decide not onlyhow muchcapacity to change, but alsofor how longthe change will be required. That time horizon directly drives which capacity option is appropriate. If the change is short-lived, the firm typically chooses flexible, reversible options (overtime, temporary labor, subcontracting). If the change is long-lived, it may justify structural commitments (new equipment, new facility, permanent staffing).
This ties to hierarchical planning logic: the planning and control system exists to "harmonize the client's requests with the available resources" and uses staged planning levels (strategic capacity, aggregate planning, operational planning, scheduling). At the aggregate planning level, the organization validates whether it has enough capacity to meet expected workloads and selects a combination of resources.
Duration matters because longer changes increase the cost of relying on short-term measures (fatigue, overtime premiums, quality risk) while making long-term investments more economically rational. In short:
duration is the time component of the capacity decision, and it guides the selection of the most suitable planning lever.
질문 # 68
What is one advantage of a periodic review system?
정답：D
설명：
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.
질문 # 69
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