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| Section | Objectives |
|---|---|
| Competency 7: Forecasting | - Qualitative forecasting methods - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures |
| Competency 3: Process Improvement and Problem Solving | - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology - Lean operations and waste elimination - Statistical Process Control (SPC) - Cause-and-effect diagrams (fishbone diagrams) |
| Competency 1: Operations Management Fundamentals | - History and evolution of operations management - Product and service design - Operations strategy and competitive priorities |
| Competency 2: Quality Management | - Cost of quality (prevention, appraisal, internal/external failure) - Quality management philosophies (Deming, Juran, Crosby) - Malcolm Baldrige National Quality Award criteria - Total Quality Management (TQM) |
| Competency 5: Capacity Planning and Facility Layout | - Location analysis and decisions - Facility layout types (process, product, cellular, fixed-position) - Capacity planning strategies |
| Competency 4: Supply Chain Management | - Inventory management - Logistics and distribution - Sourcing and procurement - Supply chain design and strategy |
| Competency 6: Production Planning and Scheduling | - Master Production Schedule (MPS) - Just-in-Time (JIT) and Kanban systems - Theory of Constraints (TOC) - Aggregate planning - Material Requirements Planning (MRP) |
>> Operations-Management最新対策問題 <<
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質問 # 36
When is capacity measurement at the best operating level?
正解：C
解説：
Comprehensive and Detailed Explanation (#250 words):
Thebest operating levelof capacity occurswhen the average unit cost is minimized.
In Operations Management, the best operating level reflects the most economical output rate for a process or facility. At this level:
* Fixed costs are spread efficiently
* Variable costs are controlled
* Congestion and inefficiencies are minimized
Operating below this level leads tounderutilizationand high unit costs, while operating above it often causes overcrowding, overtime, equipment breakdowns, and quality problems, which increase costs.
OptionAis incorrect because the minimum point of the total cost curve does not necessarily correspond to minimum average unit cost.
OptionBis incorrect because maximum capacity typically increases costs due to inefficiencies.
OptionDfocuses on total cost, not unit efficiency.
Thus, the best operating level balances efficiency and flexibility, ensuring sustainable performance and cost control.
質問 # 37
Which formula would compute process velocity?
正解：C
解説：
Process velocityis computed using the ratio:
Process Velocity = Throughput Time / Value-Added Time
This metric measures how efficiently time is used within a process. A high ratio indicates excessivenon- value-added time, such as waiting, moving, or rework.
Operations Management focuses on reducing throughput time while maximizing value-added activities.
Process velocity highlights inefficiencies that are often invisible in traditional productivity measures.
The other formulas measure different concepts:
* Resource utilization (A)
* Performance efficiency (B)
* Productivity (D)
A low process velocity (closer to 1) indicates a lean, efficient process, while high values suggest opportunities for improvement.
質問 # 38
Which total quality management (TQM) process was developed to stress management's responsibility for quality?
正解：B
解説：
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.
質問 # 39
Which design work system minimizes repetitiveness in tasks by assigning employees the role of planning and scheduling?
正解：C
解説：
Job enrichmentminimizes task repetitiveness byexpanding employee responsibilitiesto include planning, scheduling, decision-making, and problem-solving.
In Operations Management, job enrichment increases thedepth of a job, not just the variety of tasks.
Employees gain greater autonomy and control over their work, reducing monotony and increasing motivation.
Key characteristics of job enrichment include:
* Vertical job loading
* Increased responsibility
* Feedback on performance
* Greater task significance
The other options differ:
* Job rotationincreases task variety but does not add responsibility
* Job entitlementandjob ratingare not work design systems
Job enrichment is especially valuable in repetitive environments such as assembly lines, where adding planning and quality responsibilities improves both morale and performance.
質問 # 40
Which type of aggregate plan is preferable when a company produces custom or special purpose equipment, one-of-a-kind items, or highly perishable products?
正解：B
解説：
Comprehensive and Detailed Explanation (#270 words):
Achase aggregate planis preferable for environments withcustom, one-of-a-kind, special-purpose, or highly perishable outputsbecause production is designed to"chase" (match) demandrather than build inventory.
In a level plan, the firm maintains a constant production rate and uses inventory/backorders to absorb demand fluctuation. That works best when products can be stored economically and demand variability can be buffered. For one-of-a-kind and highly perishable items, inventory is either impossible (custom items) or risky and costly (perishability, obsolescence). Therefore, the operationally sound strategy is to adjust capacity to align output with demand.
This links directly to aggregate planning's purpose: validating whether the system has sufficient capacity to meet expected requests and defining the most appropriate combination of resources. The document also highlights that one aggregate planning mechanism is to"produce reactively (react to demand) - requires flexibility."That is the core logic of a chase strategy.
A chase plan typically uses capacity levers like hiring/layoffs, subcontracting, flexible staffing, and overtime-chosen based on the duration and magnitude of demand changes. It prioritizes responsiveness and minimal inventory, which is essential when holding finished goods is undesirable or infeasible.
質問 # 41
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