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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Quality Management Methods | 25% | - Quality Tools and Techniques
|
| Topic 2: Capacity Planning and Facility Layout | 15% | - Layout Design
|
| Topic 3: Supply Chain and Inventory Management | 20% | - Inventory Control
|
| Topic 4: Forecasting and Project Management | 20% | - Demand Forecasting
|
| Topic 5: Process Design and Analysis | 20% | - Process Performance
|
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NEW QUESTION # 32
What is the third basic element in the just-in-time (JIT) system if the first element is total quality management (TQM) and the second is JIT manufacturing?
Answer: D
Explanation:
The third foundational element of theJust-In-Time (JIT) systemisrespect for people.
JIT is not merely a production technique; it is asocio-technical systembuilt on:
* Total Quality Management (TQM)
* JIT manufacturing (waste elimination, pull systems)
* Respect for people
Respect for people emphasizes:
* Employee involvement
* Continuous improvement (Kaizen)
* Training and skill development
* Empowerment to stop processes and solve problems
Operations Management recognizes that JIT cannot function without engaged, knowledgeable employees.
Workers are expected to identify problems, suggest improvements, and maintain quality at the source.
The other options are tools or outcomes, not core principles. Respect for people integrates human capability with operational excellence, making JIT sustainable and effective.
NEW QUESTION # 33
Which total quality management (TQM) process was developed to stress management's responsibility for quality?
Answer: D
Explanation:
The14 Points for Quality Improvement, developed byW. Edwards Deming, explicitly stressmanagement' s responsibility for qualityand form a foundational element of Total Quality Management (TQM).
Deming argued that quality problems aresystemic, meaning they originate primarily from management- controlled processes rather than individual workers. His 14 Points call on leadership to create an environment where quality can thrive throughlong-term thinking, process improvement, and employee involvement.
Key management-focused principles include:
* Creating constancy of purpose
* Adopting a new philosophy of quality
* Eliminating dependence on inspection
* Driving out fear in the workplace
* Breaking down departmental barriers
* Instituting leadership instead of supervision
Unlikestatistical quality control charts, which are technical tools, Deming's points definemanagerial behavior and organizational culture. "Fitness for use" is a definition of quality, not a management system, and product design quality focuses only on one stage of the product lifecycle.
In Operations Management, Deming's framework reshaped how organizations view quality-shifting responsibilityupward to leadership, not downward to operators. This philosophy underpins continuous improvement, employee empowerment, and long-term competitiveness.
By emphasizing leadership accountability, the 14 Points integrate quality into strategy, operations, supplier relationships, and workforce management, making them one of the most influential contributions to modern quality management.
NEW QUESTION # 34
What are two common drawbacks of implementing an enterprise resource planning (ERP) solution?
Choose 2 answers
Answer: A,B
Explanation:
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.
NEW QUESTION # 35
Which tier-level supplier directly supplies materials or services to a processing and packaging plant?
Answer: A
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Tier one suppliersdirectly supply materials or services to a processing and packaging plant.
In supply chain hierarchy:
* Tier one suppliersdeliver components, raw materials, or services directly to the manufacturer
* Tier two suppliers supply tier one
* Tier three and beyond supply upstream tiers
JIT systems rely heavily on tier one suppliers because:
* Delivery frequency is high
* Quality must be consistent
* Lead times must be short
* Coordination must be tight
Operations Management stresses the importance of strong partnerships with tier one suppliers to ensure uninterrupted flow and minimal inventory.
NEW QUESTION # 36
What are two product system differences between the push and pull processes?
Choose 2 answers
Answer: A,B
Explanation:
The two correct differences between push and pull systems are:
* Push moves the product forward in anticipation of demand
* Pull eliminates excessive inventory
Push systems rely on forecasts and schedule production in advance, often leading to overproduction and excess inventory if forecasts are inaccurate.
Pull systems, by contrast, produce only what is needed when it is needed, significantly reducing inventory levels and associated costs.
The incorrect options describe misconceptions:
* Overproduction increases cost, not lowers it
* Pull systems do not create additional products
* Employee relations are not defining characteristics
* Quality control exists in both systems
Operations Management favors pull systems in environments where demand variability and cost control are critical, reinforcing lean principles.
NEW QUESTION # 37
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