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| Section | Objectives |
|---|---|
| Process Design and Analysis | - Capacity Planning and Bottlenecks - Process Mapping and Flow |
| Forecasting and Planning | - Aggregate Planning - Demand Forecasting Methods |
| Quality Management | - Six Sigma and Continuous Improvement - Total Quality Management (TQM) |
| Supply Chain and Inventory Management | - Just-in-Time (JIT) and Lean Operations - Inventory Models and Control Systems - Supply Chain Design and Logistics |
| Project and Operations Scheduling | - Scheduling Techniques - Project Management Basics |
| Operations Management Foundations | - Operations Strategy and Competitiveness - Introduction to Operations and Productivity |
>> Operations-Management Übungsmaterialien <<
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22. Frage
What are two common drawbacks of implementing an enterprise resource planning (ERP) solution?
Choose 2 answers
Antwort: C,D
Begründung:
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.
23. Frage
Which two capacity measurement concepts should a firm consider when conducting a location analysis?
Choose 2 answers
Antwort: A,B
Begründung:
When conducting a location analysis, firms must considerproximity to sources of supplyandsite considerationsas key capacity-related factors.
Proximity to sources of supplyaffects:
* Transportation cost and reliability
* Lead times
* Inventory requirements
* Production continuity
Reliable supply access directly influences effective capacity by reducing disruptions and variability.
Site considerationsinclude:
* Land availability and cost
* Infrastructure and utilities
* Expansion potential
* Zoning and regulatory constraints
These factors determine how much capacity can be installed, expanded, and operated efficiently over time.
The other options are less relevant:
* Throughput time is a process performance metric
* Employee relations are important but not capacity measurement concepts Operations Management emphasizes that capacity decisions are long-term and capital-intensive. Poor location choices constrain future capacity, flexibility, and growth.
24. Frage
What is a bottleneck in a flowchart?
Antwort: D
Begründung:
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.
25. Frage
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?
Antwort: D
Begründung:
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.
26. Frage
A company manufactures and distributes its own products.
When should the company consider outsourcing its distribution?
Antwort: B
Begründung:
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.
27. Frage
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Laden Sie die neuesten It-Pruefung Operations-Management PDF-Versionen von Prüfungsfragen kostenlos von Google Drive herunter: https://drive.google.com/open?id=1FUxUvgVXqAi_CG0P62p4JoqEI2NJU8q0