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| Section | Objectives |
|---|---|
| Operations Management Foundations | - Operations Strategy and Competitiveness - Introduction to Operations and Productivity |
| Supply Chain and Inventory Management | - Supply Chain Design and Logistics - Inventory Models and Control Systems - Just-in-Time (JIT) and Lean Operations |
| Quality Management | - Six Sigma and Continuous Improvement - Total Quality Management (TQM) |
| Forecasting and Planning | - Demand Forecasting Methods - Aggregate Planning |
| Process Design and Analysis | - Capacity Planning and Bottlenecks - Process Mapping and Flow |
| Project and Operations Scheduling | - Scheduling Techniques - Project Management Basics |
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NEW QUESTION # 13
A manufacturing company decides to open a new distribution center location in order to minimize distribution costs to warehouses or stores.
What tool should the manufacturing company use to determine where the new distribution center should be located?
Answer: C
Explanation:
Thecenter-of-gravity approachis the most appropriate tool for determining the optimal location of a distribution center when the goal is tominimize total transportation costs.
This method calculates a weighted average location based on:
* Geographic coordinates of demand points
* Volume shipped to each location
The result identifies a location that minimizes the overall distance-weighted transportation cost.
Other options serve different purposes:
* Load-distance models compare alternative sites
* Transportation methods optimize shipping routes, not facility location
* Break-even analysis compares cost structures, not spatial efficiency
In Operations Management, the center-of-gravity approach is widely used for strategic distribution planning because it provides aquantitative, objective basisfor location decisions.
NEW QUESTION # 14
A manufacturing firm uses warehouses and shippers in their supply chain.
At which stage of the firm's inventory management system would the statement
"percentage of line items shipped on schedule" be used?
Answer: B
Explanation:
The performance measure"percentage of line items shipped on schedule"applies tofinished goods inventory.
Finished goods inventory represents completed products ready for shipment to customers. On-time shipment is a critical service-level indicator at this stage because it directly affects:
* Customer satisfaction
* Order fulfillment performance
* Distribution efficiency
Work-in-progress and raw materials inventories are internal to production and do not involve customer shipment commitments. "Sold goods" is not an inventory classification used in Operations Management.
Supply chain metrics for finished goods typically include:
* On-time delivery rate
* Order accuracy
* Fill rate
* Shipment reliability
By tracking shipment performance at the finished goods stage, firms ensure that downstream distribution aligns with customer expectations and supply chain objectives.
NEW QUESTION # 15
Which two types of operations include repetitive processes?
Choose 2 answers
Answer: A,C
Explanation:
Line processesandcontinuous processesare the two operational process types characterized byhighly repetitive activities.
Aline processinvolves standardized products moving through a fixed sequence of steps. Each workstation performs the same task repeatedly, making it ideal for high-volume, low-variety production. Examples include automobile assembly lines and consumer electronics manufacturing.
Acontinuous processgoes a step further, operating24/7 with extremely high volume and minimal variation
. Production flows continuously rather than in discrete units. Industries such as oil refining, chemicals, and paper manufacturing use continuous processes.
The other options are not primarily repetitive:
* Project processesare unique, one-time efforts (e.g., construction projects)
* Batch processesinvolve moderate repetition but frequent changeovers between batches Operations Management classifies processes based onvolume and variety. Line and continuous processes sit at the high-volume, low-variety end of the spectrum, making repetition unavoidable and necessary for efficiency.
Repetitive processes enable:
* High labor productivity
* Low unit cost
* Process automation
* Consistent quality
However, they also require careful work system design to avoid worker fatigue and quality drift.
NEW QUESTION # 16
Which design work system minimizes repetitiveness in tasks by assigning employees the role of planning and scheduling?
Answer: B
Explanation:
Job enrichmentminimizes task repetitiveness byexpanding employee responsibilitiesto include planning, scheduling, decision-making, and problem-solving.
In Operations Management, job enrichment increases thedepth of a job, not just the variety of tasks.
Employees gain greater autonomy and control over their work, reducing monotony and increasing motivation.
Key characteristics of job enrichment include:
* Vertical job loading
* Increased responsibility
* Feedback on performance
* Greater task significance
The other options differ:
* Job rotationincreases task variety but does not add responsibility
* Job entitlementandjob ratingare not work design systems
Job enrichment is especially valuable in repetitive environments such as assembly lines, where adding planning and quality responsibilities improves both morale and performance.
NEW QUESTION # 17
What do assignable causes of variation indicate?
Answer: B
Explanation:
Assignable causes of variation indicate thatout-of-control signals were found in the process.
In Statistical Process Control (SPC), variation is classified into:
* Common causes(natural, inherent to the process)
* Assignable causes(specific, identifiable, and correctable)
Assignable causes signal that something unusual has occurred, such as equipment malfunction, incorrect material, improper setup, or procedural deviation. These causes result inprocess instabilityand are detected using control charts when data points fall outside control limits or exhibit non-random patterns.
Importantly, assignable causes donot automatically blame individuals. TQM philosophy stresses that most quality problems are systemic, and the goal is toidentify root causes, not assign fault.
The other options are either overly specific or misleading:
* A computer virus is not a standard quality interpretation
* Operator fault may or may not be the cause
* Equipment issues are one possible assignable cause, not the definition Recognizing assignable causes allows organizations to takecorrective action, restore process stability, and prevent recurrence-key objectives of quality control.
NEW QUESTION # 18
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