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| Section | Objectives |
|---|---|
| Topic 1: Competency 4: Supply Chain Management | - Logistics and distribution - Sourcing and procurement - Supply chain design and strategy - Inventory management |
| Topic 2: Competency 6: Production Planning and Scheduling | - Just-in-Time (JIT) and Kanban systems - Aggregate planning - Theory of Constraints (TOC) - Material Requirements Planning (MRP) - Master Production Schedule (MPS) |
| Topic 3: Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions - Capacity planning strategies |
| Topic 4: Competency 2: Quality Management | - Quality management philosophies (Deming, Juran, Crosby) - Total Quality Management (TQM) - Cost of quality (prevention, appraisal, internal/external failure) - Malcolm Baldrige National Quality Award criteria |
| Topic 5: Competency 7: Forecasting | - Quantitative forecasting methods (moving averages, exponential smoothing) - Qualitative forecasting methods - Forecast accuracy measures |
| Topic 6: Competency 3: Process Improvement and Problem Solving | - Statistical Process Control (SPC) - Lean operations and waste elimination - Cause-and-effect diagrams (fishbone diagrams) - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology |
| Topic 7: Competency 1: Operations Management Fundamentals | - History and evolution of operations management - Product and service design - Operations strategy and competitive priorities |
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NEW QUESTION # 22
Which function does marketing play in a just-in-time (JIT) organization?
Answer: B
Explanation:
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.
NEW QUESTION # 23
Which function does marketing play in a just-in-time (JIT) organization?
Answer: B
Explanation:
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.
NEW QUESTION # 24
What is one advantage of a periodic review system?
Answer: D
Explanation:
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.
NEW QUESTION # 25
Why is it beneficial for an organization to designate employees to communicate alternative ways to complete a job in a methods analysis?
Answer: A
Explanation:
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.
NEW QUESTION # 26
Which project life cycle phase includes identifying the need for a project?
Answer: B
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Theconception phaseof the project life cycle includesidentifying the need for a project.
During conception, organizations:
* Recognize problems or opportunities
* Define high-level objectives
* Align projects with strategic goals
* Decide whether a project should be considered
This phase precedes detailed planning and feasibility analysis. It focuses onwhya project is needed rather than howit will be executed.
The other phases occur later:
* Planning defines scope, schedule, and resources
* Feasibility analysis evaluates viability
* Execution implements the project
Project Management integrates with Operations Management when projects involve capacity expansion, process redesign, or system implementation.
NEW QUESTION # 27
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