Operations-Management必殺問題集、Operations-Management日本語認定対策

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WGU Operations-Management Exam Syllabus Topics:

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

>> Operations-Management必殺問題集 <<

WGU Operations-Management日本語認定対策、Operations-Management受験料過去問

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WGU Operations Management (C215, VDC2) 認定 Operations-Management 試験問題 (Q37-Q42):

質問 # 37
What are two common drawbacks of implementing an enterprise resource planning (ERP) solution?
Choose 2 answers

正解：C、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 # 38
What is the primary purpose in using the master production schedule (MPS) in the marketing department of an organization?

正解：C

解説：
Comprehensive and Detailed Explanation (#270 words):
The primary purpose of using theMaster Production Schedule (MPS)-including from a marketing
/customer-commitment perspective-isto manage the demand for promised deliveries(AnswerA).
In the planning hierarchy, forecasts and customer requirements are translated into a detailed schedule. The document explains that, based on demand forecasting, the organization creates aMaster Plan Schedule (MPS) where "specific dates are set in detail," and that the MPS is then used to plan material requirements. This makes the MPS the central bridge between what the market is asking for and what operations can realistically commit to.
Marketing uses the MPS not to "create" demand, but tocoordinate commitments: delivery promises, timing, and order quantities must align with feasible production and materials availability. If marketing promises deliveries that the MPS cannot support, the system experiences late orders, expediting, and customer dissatisfaction.
Therefore, MPS in a marketing context supportsavailable-to-promise discipline, ensuring customer commitments are consistent with operational reality and planned workloads. It is a planning control instrument, not a tool for controlling production departments or identifying new product demand.


質問 # 39
In which organizational layout would one expect to see items arranged by type?

正解：A

解説：
Comprehensive and Detailed Explanation (#250 words):
Aprocess layoutarranges itemsby type of activity or function, making it the correct answer.
In a process layout, similar resources-such as machines, skills, or functions-are grouped together. For example, all drilling machines are located in one area, all painting stations in another, and all inspection activities in another. Items move through the facility based on the specific operations they require.
This layout is commonly used when:
* Product variety is high
* Production volume is low to moderate
* Customization is required
Examples include hospitals (radiology, surgery, labs), machine shops, and repair facilities.
The other layouts differ fundamentally:
* Product layoutarranges items by sequence of operations
* Fixed layoutkeeps the product stationary (e.g., construction)
* Hybrid layoutcombines elements of process and product layouts
Operations Management favors process layouts for flexibility, but they often suffer from longer lead times, higher material handling costs, and complex scheduling. Despite these drawbacks, they are essential where customization and functional specialization dominate.


質問 # 40
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 # 41
Which function does marketing play in a just-in-time (JIT) organization?

正解：A

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 # 42
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