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| Section | Objectives |
|---|---|
| Topic 1: Operations Management Foundations | - Introduction to Operations and Productivity - Operations Strategy and Competitiveness |
| Topic 2: Supply Chain and Inventory Management | - Inventory Models and Control Systems - Just-in-Time (JIT) and Lean Operations - Supply Chain Design and Logistics |
| Topic 3: Process Design and Analysis | - Capacity Planning and Bottlenecks - Process Mapping and Flow |
| Topic 4: Quality Management | - Total Quality Management (TQM) - Six Sigma and Continuous Improvement |
| Topic 5: Project and Operations Scheduling | - Scheduling Techniques - Project Management Basics |
| Topic 6: Forecasting and Planning | - Demand Forecasting Methods - Aggregate Planning |
>> Operations-Management問題と解答 <<
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質問 # 18
What are two common drawbacks of implementing an enterprise resource planning (ERP) solution?
Choose 2 answers
正解：A、D
解説：
Comprehensive and Detailed Explanation (#270 words):
Two widely recognized drawbacks of ERP implementations are that theytake a long time to implement (and to realize benefits)andrequire extensive, often complex training-optionsAandB.
ERP systems integrate data and processes across functions (planning, procurement, production, inventory, finance, distribution). That integration is valuable, but it also makes implementation complex: processes must be aligned, data standardized, roles clarified, and change managed across departments. As a result, organizations often experience long project timelines before stable adoption and measurable benefits occur.
Training is a major burden because ERP changes how people work day-to-day. Users must learn new transaction flows, reporting logic, and discipline in data entry. Without strong training, adoption collapses into workarounds, bad data, and loss of trust in the system.
This connects to the operations principle that planning and control systems are "mechanisms and operating logics" used to manage resources and supplies over time to meet requests. ERP is one such enabling infrastructure-but it must support operations rather than become a constraint.
While customization can be an issue in some cases, the most universal drawbacks across organizations remain time-to-valueandtraining complexity, makingA and Bthe best answers.
質問 # 19
A company manufactures shoes using a quality management system. The company needs to put a process in place to measure any defects. The company would like to measure the number of defects and observe the number of occurrences to isolate the particular defect. Which quality tool should the company use to focus on correcting this particular issue?
正解：B
解説：
Achecklistis the most appropriate quality tool when the objective is tocount defects and track their frequency of occurrence.
Checklists are simple yet powerful tools used tocollect structured data consistently. In this scenario, the shoe manufacturer wants to identify which defects occur most frequently (e.g., stitching errors, sole defects, size mismatches). A checklist allows inspectors to mark each occurrence systematically, enabling later analysis.
Why not the others?
* Scatter diagramsanalyze relationships between variables.
* Control chartsmonitor process stability over time.
* Flowchartsdocument process steps.
In Operations Management, checklists are often thefirst stepin defect analysis. Once data is gathered using a checklist, other tools like Pareto charts or control charts can be applied for deeper analysis.
Checklists support continuous improvement by:
* Ensuring consistency in inspections
* Reducing human error
* Providing factual data for decision-making
* Enabling root-cause analysis
They are especially useful in early-stage quality investigations where the goal isvisibility, not yet process control. By identifying dominant defects, organizations can prioritize corrective actions efficiently.
質問 # 20
What is one advantage of a periodic review system?
正解：D
解説：
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.
質問 # 21
What are two product system differences between the push and pull processes?
Choose 2 answers
正解：D、E
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 # 22
Which function does marketing play in a just-in-time (JIT) organization?
正解：B
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 # 23
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Operations-Management学習教材は、国際市場で非常に人気があり、サークル内外の人々から幅広い賞賛を受けています。 Operations-Management試験問題を有名でトップランクのブランドに作り上げました。クライアントからは当然の評判を得ています。 Operations-Management学習教材は、他の同じ種類の製品にはない多くの優れた優れた利点を後押しします。クライアントは、Xhs1991購入前にWGU Operations Management (C215, VDC2)教材を試用してダウンロードできます。支払いが完了したら、すぐにOperations-Managementトレーニングガイドを使用できます。
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