WGU Operations-Management Fragenkatalog, Operations-Management Lernhilfe

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WGU Operations-Management Exam Syllabus Topics:

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

>> WGU Operations-Management Fragenkatalog <<

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WGU Operations Management (C215, VDC2) Operations-Management Prüfungsfragen mit Lösungen (Q49-Q54):

49. Frage
A company decides and makes plans to enter into a new market.
Which project life cycle phase does this strategy directly relate to?

Antwort: B

Begründung:
Entering a new market directly relates to theconception phaseof the project life cycle.
At this stage, management identifies:
* Strategic opportunities
* Market gaps
* Growth options
* Alignment with organizational goals
Deciding to enter a new market represents theinitial recognition of opportunity, which triggers project consideration.
Feasibility analysis occurs afterward to evaluate financial, technical, and operational viability. Planning and execution only begin once the project is approved.
Operations Management relies on clear conception decisions to ensure resources are committed only to strategically aligned initiatives.


50. Frage
What would be an organization's next step after it has revised or implemented new operations?

Antwort: A

Begründung:
After implementing revised or new operations, the correct next step is tofollow up to ensure that the new operation resolves quality problems.
Operations Management emphasizes that implementation alone does not guarantee improvement. Post- implementation follow-up is required to:
* Verify performance improvements
* Detect unintended consequences
* Confirm quality objectives are met
* Ensure process stability
This step is central tocontinuous improvementand aligns with PDCA (Plan-Do-Check-Act) and DMAIC cycles.
The other options are ineffective or redundant:
* Reversing operation order adds no value
* Revising before use contradicts implementation
* Re-analyzing the old process ignores the change
Follow-up transforms change into learning and ensures operational improvements are sustained over time.


51. Frage
The annual cost of goods sold for a company is $8,400,000 and the average inventory is $1,200,000.
What is the number of weeks of supply?

Antwort: E

Begründung:
Weeks of supplymeasures how long inventory will last based on average usage. It is calculated using the formula:
Weeks of Supply = (Average Inventory / Annual Cost of Goods Sold) × 52
Substituting the given values:
Weeks of Supply = (1,200,000 / 8,400,000) × 52
Weeks of Supply = 0.142857 × 52
Weeks of Supply #7.43 weeks
When rounded to the nearest whole number, the answer is7 weeks.
In Operations and Supply Chain Management, weeks of supply is a key inventory performance metric because it:
* Indicates inventory efficiency
* Helps balance service levels and holding costs
* Supports cash flow management
* Enables comparison across products or firms
Too many weeks of supply signal excess inventory and high holding costs, while too few weeks increase the risk of stockouts and service failures.
Managers use this metric alongside inventory turnover to evaluate how effectively inventory supports demand while minimizing waste.


52. Frage
A manufacturing firm uses warehouses and shippers in their supply chain.
At which stage of the firm's inventory management system would the statement
"percentage of line items shipped on schedule" be used?

Antwort: C

Begründung:
The performance measure"percentage of line items shipped on schedule"applies tofinished goods inventory.
Finished goods inventory represents completed products ready for shipment to customers. On-time shipment is a critical service-level indicator at this stage because it directly affects:
* Customer satisfaction
* Order fulfillment performance
* Distribution efficiency
Work-in-progress and raw materials inventories are internal to production and do not involve customer shipment commitments. "Sold goods" is not an inventory classification used in Operations Management.
Supply chain metrics for finished goods typically include:
* On-time delivery rate
* Order accuracy
* Fill rate
* Shipment reliability
By tracking shipment performance at the finished goods stage, firms ensure that downstream distribution aligns with customer expectations and supply chain objectives.


53. Frage
What is a bottleneck in a flowchart?

Antwort: B

Begründung:
Comprehensive and Detailed Explanation (#250 words):
Abottleneckis thelongest task in the process, limiting the overall system throughput.
In Operations Management, the bottleneck determines themaximum capacity of the entire system. No matter how efficient other stages are, output cannot exceed the bottleneck's capacity.
Bottlenecks cause:
* Queue buildup
* Increased waiting time
* Underutilization of downstream resources
Identifying bottlenecks through flowcharts and process mapping is essential for process improvement. Once identified, managers can:
* Add capacity
* Reallocate resources
* Improve task methods
* Reduce variability
The other options do not define bottlenecks:
* Independent stages do not restrict flow
* Production leveling smooths output
* Storage areas indicate inventory, not constraints
TheTheory of Constraintsreinforces that improving non-bottleneck stages has little impact unless the bottleneck is addressed.


54. Frage
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