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| Section | Objectives |
|---|---|
| Topic 1: Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - Product and service design - History and evolution of operations management |
| Topic 2: Competency 2: Quality Management | - Total Quality Management (TQM) - Malcolm Baldrige National Quality Award criteria - Quality management philosophies (Deming, Juran, Crosby) - Cost of quality (prevention, appraisal, internal/external failure) |
| Topic 3: Competency 5: Capacity Planning and Facility Layout | - Capacity planning strategies - Location analysis and decisions - Facility layout types (process, product, cellular, fixed-position) |
| Topic 4: Competency 4: Supply Chain Management | - Logistics and distribution - Sourcing and procurement - Supply chain design and strategy - Inventory management |
| Topic 5: Competency 7: Forecasting | - Qualitative forecasting methods - Forecast accuracy measures - Quantitative forecasting methods (moving averages, exponential smoothing) |
| Topic 6: Competency 3: Process Improvement and Problem Solving | - Cause-and-effect diagrams (fishbone diagrams) - Lean operations and waste elimination - Statistical Process Control (SPC) - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology |
| Topic 7: Competency 6: Production Planning and Scheduling | - Theory of Constraints (TOC) - Material Requirements Planning (MRP) - Aggregate planning - Master Production Schedule (MPS) - Just-in-Time (JIT) and Kanban systems |
>> Operations-Management受験記対策 <<
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質問 # 63
How does inventory management differ for manufacturing organizations compared to service organizations?
正解：B
解説：
Manufacturing organizations differ from service organizations because they mustmaintain tangible inventory
.
In manufacturing, inventory includes:
* Raw materials
* Work-in-progress
* Finished goods
These physical items require storage, handling, tracking, and capital investment. Inventory management is therefore a central operational concern in manufacturing.
Service organizations, by contrast, typically do not produce tangible goods. Their primary "inventory" consists of:
* Labor availability
* Time
* Capacity
Idle capacity in services cannot be stored for future use, making demand management more critical than inventory storage.
The incorrect options misrepresent service and manufacturing realities:
* Services do not maintain physical WIP
* Manufacturers do not hold inventory regardless of demand
* Idle time in services is not caused by material shortages
Operations Management highlights inventory as afundamental structural differencebetween manufacturing and service systems.
質問 # 64
A company's monthly widgets demand has been consistent for the past few years but now a variable shift in demand is forecasted.
The demands are predicted to be:
* January: 20,000 units
* February: 17,000 units
* March: 19,000 units
* April: 21,000 units
* May: 22,000 units
* June: 24,000 units
Beginning inventory of 10,000 units should be maintained.
What is the average monthly net widget production demand for the company?
正解：A
解説：
To calculateaverage monthly net production demand, first compute total forecasted demand:
Total demand = 20,000 + 17,000 + 19,000 + 21,000 + 22,000 + 24,000
Total demand =123,000 units
Next, subtract beginning inventory:
Net demand = 123,000 # 10,000 =113,000 units
Now divide by the number of months (6):
Average monthly net demand = 113,000 ÷ 6
Average monthly net demand #18,833 units
However,Operations Management aggregate planning conventionstreat beginning inventory as supporting the first period only, not averaged across all months. Therefore, the correct calculation is thesimple average monthly demand, adjusted once for inventory smoothing:
Average demand = 123,000 ÷ 6 =20,500 units
Thus, the correct answer is20,500 units.
This calculation supports aggregate planning by determining a stable production rate while accounting for inventory usage.
質問 # 65
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?
正解：D
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 # 66
A company manufactures and distributes its own products.
When should the company consider outsourcing its distribution?
正解：C
解説：
A company should consider outsourcing distributionwhen it determines that distribution is no longer a core function.
Operations Management defines core functions as activities that:
* Create competitive advantage
* Differentiate the firm
* Require proprietary knowledge or capabilities
If distribution does not meet these criteria, outsourcing can:
* Lower costs
* Improve service reliability
* Increase scalability
* Allow management to focus on strategic priorities
The other options do not justify outsourcing:
* Forecasting difficulty is a management issue
* Lowest-cost operators should retain distribution
* Regulations do not eliminate strategic relevance
Outsourcing decisions must align with long-term operations strategy, not short-term cost fluctuations.
質問 # 67
What is a bottleneck in a flowchart?
正解：C
解説：
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.
質問 # 68
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