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| Section | Objectives |
|---|---|
| Topic 1: Competency 3: Process Improvement and Problem Solving | - Plan-Do-Study-Act (PDSA) cycle - Lean operations and waste elimination - Statistical Process Control (SPC) - Six Sigma methodology - Cause-and-effect diagrams (fishbone diagrams) |
| Topic 2: Competency 1: Operations Management Fundamentals | - Product and service design - History and evolution of operations management - Operations strategy and competitive priorities |
| Topic 3: 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 4: Competency 4: Supply Chain Management | - Inventory management - Logistics and distribution - Sourcing and procurement - Supply chain design and strategy |
| Topic 5: Competency 6: Production Planning and Scheduling | - Master Production Schedule (MPS) - Just-in-Time (JIT) and Kanban systems - Material Requirements Planning (MRP) - Theory of Constraints (TOC) - Aggregate planning |
| Topic 6: Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Capacity planning strategies - Location analysis and decisions |
| Topic 7: Competency 7: Forecasting | - Forecast accuracy measures - Qualitative forecasting methods - Quantitative forecasting methods (moving averages, exponential smoothing) |
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問題 #34
What is one advantage of a periodic review system?
答案：A
解題說明：
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.
問題 #35
What are two ways management can assist employees' focus in a just-in-time (JIT) processing environment?
Choose 2 answers
答案：B,D
解題說明：
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.
問題 #36
Which strategy is used by some emergency rooms to overcome customer frustrations about long waiting times?
答案：A
解題說明：
Emergency rooms often usescreening and fast-tracking patients with minor ailmentsto reduce perceived and actual waiting times. This strategy is a well-establishedservice operations capacity-management technique.
From an Operations Management perspective, emergency departments facehigh variability in demand and processing times, which leads to congestion and long queues. Treating all patients strictly in arrival order (first-come, first-served) is operationally inefficient because patients require very different levels of care.
Fast-tracking works by:
* Separating low-complexity cases from critical cases
* Allocating dedicated resources to minor treatments
* Reducing bottlenecks at key treatment stages
This approach improvesflow efficiency, patient satisfaction, and throughput without increasing total capacity.
It aligns with queue management principles and the concept ofsegmented service design, where different customer needs are handled through different process paths.
The other options are inferior operationally:
* Scheduling follow-ups for severe cases is clinically unsafe
* Sending patients elsewhere shifts the problem, not solves it
* Strict arrival order ignores service-time variability
Fast-tracking addresses bothoperational efficiencyandperceived service quality, which is particularly critical in high-contact service systems such as healthcare.
問題 #37
How does inventory management differ for manufacturing organizations compared to service organizations?
答案：A
解題說明：
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.
問題 #38
Which element is part of a financial plan?
答案：B
解題說明：
Budget projectionsare a core element of a financial plan.
A financial plan outlines how resources will be allocated to support organizational objectives. Budget projections include:
* Revenue forecasts
* Cost estimates
* Capital expenditure plans
* Cash flow projections
Operations Management relies on financial plans to ensure that capacity decisions, inventory levels, and workforce plans are economically feasible.
The other options belong to different planning domains:
* SWOT analysis is part of strategic planning
* Product pricing is part of marketing strategy
* Compensation planning is part of human resources
Budget projections provide the financial constraints and targets within which operations must function.
問題 #39
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