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WGU Operations-Management Exam Syllabus Topics:

Section	Weight	Objectives
Process Design and Analysis	20%	- Process Types 1. Line, batch, continuous, project processes 2. Product vs service processes - Process Performance 1. Efficiency, productivity, cycle time 2. Bottleneck identification and management
Capacity Planning and Facility Layout	15%	- Layout Design 1. Location decision factors 2. Product, process, fixed-position layouts - Capacity Concepts 1. Capacity strategies and expansion 2. Design capacity, effective capacity, utilization
Supply Chain and Inventory Management	20%	- Supply Chain Design 1. Supplier relationships and tiers 2. Logistics and distribution - Inventory Control 1. Just-in-Time (JIT) and lean systems 2. EOQ, reorder point, safety stock
Forecasting and Project Management	20%	- Demand Forecasting 1. Error measurement and accuracy 2. Qualitative and quantitative methods - Project Management 1. CPM/PERT, critical path analysis 2. Project lifecycle and scope
Quality Management Methods	25%	- Quality Tools and Techniques 1. Statistical process control and control charts 2. Pareto charts, fishbone diagrams, flowcharts - Total Quality Management (TQM) 1. Cost of quality 2. Principles and philosophies

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どのようにすればもっと楽にWGUのOperations-Management認定試験に合格することができるかについて考えたことがありますか。試験に合格する秘密を見つけましたか。それを行う方法がわからない場合、私は教えてあげましょう。実際には、認定試験に合格できる方法が多くあります。試験に関連する知識を一生懸命習得することがただ一つの方法です。今はそのようにしていますか。しかし、これが一番時間を無駄にして、望ましい効果を得られない方法です。それに、毎日仕事で忙しいあなたは、恐らく試験に準備する充分な時間がないでしょう。では、PassTestのOperations-Management問題集を試しましょう。この試験参考書はきっとあなたに思えぬ良い結果を与えられます。

WGU Operations Management (C215, VDC2) 認定 Operations-Management 試験問題 (Q60-Q65):

質問 # 60
Which total quality management (TQM) process was developed to stress management's responsibility for quality?

A. Statistical quality control charts
B. Fitness quality for use
C. Product design quality
D. 14 points for quality improvement

正解：D

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 # 61
Which factor determines how long it takes a qualified operator to perform a duty of the job requirements under the assumption that the operator is working at a sustainable pace with the proper tools for the process?

A. Normal time
B. Observed time
C. Standard time
D. Performance time

正解：C

解説：
Standard timeis the measure that determines how long it should take a qualified operator to perform a jobat a sustainable pace using proper tools and methods.
In Operations Management and work measurement, standard time represents theallowed timeto complete a task, including:
* Normal time (observed time adjusted for performance rating)
* Allowances for fatigue
* Personal needs
* Unavoidable delays
Standard time is essential for:
* Scheduling work
* Determining labor requirements
* Establishing production standards
* Capacity planning
* Incentive wage systems
The other options represent intermediate concepts:
* Observed timeis the raw measured time
* Normal timeadjusts observed time for performance rating
* Performance timeis not a standard OM term
By incorporating allowances, standard time ensures that expectations arerealistic and sustainable, protecting both productivity and employee well-being. It is a foundational element of work system design and labor planning.

質問 # 62
Why is the marketing plan essential to the creation of the aggregate plan?

A. The actual market demand in the marketing plan is required to make adjustments to other plans.
B. The marketing plan provides insight into operations goals and activities for the year.
C. Research and development in the marketing plan drives new products.
D. Accurate cash flow objectives in the marketing plan are needed to achieve profitability levels.

正解：B

解説：
The marketing plan is essential to the aggregate plan because itprovides insight into operations goals and activities for the year.
Aggregate planning aligns production, workforce, and inventory decisions withexpected demand, which is forecasted by marketing. Marketing defines:
* Sales volume expectations
* Product mix
* Promotional timing
* Market priorities
Operations uses this information to:
* Set capacity levels
* Plan workforce size
* Schedule production rates
* Manage inventory
While demand data and cash flow matter, the key contribution of marketing is translating market strategy into operational requirements.
Operations Management emphasizes cross-functional integration; without marketing input, aggregate plans risk misalignment with actual market needs.

質問 # 63
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?

A. 0
B. 1
C. 2
D. 3
E. 4

正解：B

解説：
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.

質問 # 64
What are two ways management can assist employees' focus in a just-in-time (JIT) processing environment?
Choose 2 answers

A. Ensure that workers receive multifunctional training
B. Require workers to use free time to do quality control charting
C. Develop an incentive system to reward workers for their efforts
D. Separate the cultures in the organization so there will be no conflicts

正解：A、C

解説：
Management can assist employee focus in a JIT environment byproviding multifunctional trainingand developing incentive systems that reward performance.
Multifunctional trainingenables employees to:
* Perform multiple tasks
* Rotate between roles
* Support flexible staffing
* Respond quickly to disruptions
This flexibility is essential in JIT systems, where minimal buffers exist and disruptions must be resolved immediately.
Incentive systemsreinforce desired behaviors such as problem-solving, quality improvement, teamwork, and waste reduction. Rewards aligned with JIT objectives encourage employees to maintain discipline and continuous improvement.
The incorrect options conflict with JIT philosophy:
* Separating cultures undermines teamwork
* Forcing quality charting during free time creates resistance
Operations Management emphasizes that JIT success depends onpeople-centered management, not just technical tools.

質問 # 65
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