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| Section | Objectives |
|---|---|
| Competency 4: Supply Chain Management | - Inventory management - Supply chain design and strategy - Logistics and distribution - Sourcing and procurement |
| Competency 2: Quality Management | - Total Quality Management (TQM) - Quality management philosophies (Deming, Juran, Crosby) - Malcolm Baldrige National Quality Award criteria - Cost of quality (prevention, appraisal, internal/external failure) |
| Competency 3: Process Improvement and Problem Solving | - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology - Lean operations and waste elimination - Statistical Process Control (SPC) - Cause-and-effect diagrams (fishbone diagrams) |
| Competency 7: Forecasting | - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures - Qualitative forecasting methods |
| Competency 1: Operations Management Fundamentals | - Product and service design - Operations strategy and competitive priorities - History and evolution of operations management |
| Competency 5: Capacity Planning and Facility Layout | - Location analysis and decisions - Capacity planning strategies - Facility layout types (process, product, cellular, fixed-position) |
| Competency 6: Production Planning and Scheduling | - Master Production Schedule (MPS) - Material Requirements Planning (MRP) - Just-in-Time (JIT) and Kanban systems - Theory of Constraints (TOC) - Aggregate planning |
>> Operations-Management試験関連情報 <<
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質問 # 48
What is a major factor in the decision to locate a business near its primary market territory?
正解：C
解説：
Comprehensive and Detailed Explanation (#250 words):
The dominant factor in locating a business near its primary market territory isproximity to customers.
From an Operations Management perspective, closeness to customers:
* Reduces transportation and delivery time
* Improves service responsiveness
* Enhances customer satisfaction
* Supports demand growth
This is especially critical for service organizations and distribution-intensive businesses, where customer access and speed are competitive advantages.
While proximity to labor is important, it does not define market territory. Community centers and parks are not operational drivers.
Locating near customers aligns capacity with demand, minimizes logistics complexity, and strengthens market presence.
質問 # 49
How does the status of overall customer satisfaction support supply chain objectives?
正解：B
解説：
Comprehensive and Detailed Explanation (#250 words):
Overallcustomer satisfaction measures supply chain efficiency.
Customer satisfaction reflects how well the supply chain performs in:
* On-time delivery
* Order accuracy
* Product availability
* Responsiveness
Efficient supply chains deliver value reliably with minimal waste. High satisfaction signals that processes are synchronized and effective.
The other options measure internal metrics, not end-to-end performance. Operations Management emphasizes customer satisfaction as aleading indicatorof supply chain health and efficiency.
質問 # 50
A comprehensive automobile collision shop offers body and engine repair as well as custom vehicle paint options.
Which two operational processes would suit this shop?
Choose 2 answers
正解：A、C
解説：
An automobile collision shop performingbody repair, engine repair, and custom paint jobsrequires both projectandbatchprocesses.
Aproject processis appropriate because many repair jobs areunique, varying in scope, damage severity, customer requirements, and repair time. Each vehicle may require a distinct sequence of tasks, making standardized flow impractical.
Abatch processis suitable for activities such as painting or part refurbishment, where similar tasks are grouped together to improve efficiency. For example, multiple vehicles may be painted in the same color batch to reduce setup time and material waste.
Line and continuous processes are unsuitable because:
* Repairs are not standardized
* Volume is relatively low
* Customization is high
Operations Management emphasizes aligning process type withproduct variety and volume. This hybrid approach allows flexibility while maintaining efficiency where possible.
質問 # 51
What is a bottleneck in a flowchart?
正解：D
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 # 52
A company is experiencing an unusual amount of deliveries that are either late or an incorrect quantity.
Which type of system is used to identify and manage this type of problem?
正解：B
解説：
Comprehensive and Detailed Explanation (#280 words):
The correct system to identify and manage frequent issues such aslate deliveries or incorrect quantitiesis MRP (Material Requirements Planning)(AnswerD).
MRP is designed to translate demand into detailed plans forwhat materials are needed, in what quantities, and when-and then to time-phased plan purchase and production orders accordingly. The document states that MRP combines detailed demand forecasts and actual requests, translates higher-level forecasts into more detailed requirements, and tracks customer requests. It also emphasizes that the MPS (which sets specific dates) is used to plan material requirements.
When deliveries are late or wrong quantities are shipped, a frequent root cause is that materials were not available when needed, orders were not released correctly, or priorities were mismanaged. MRP directly addresses these by:
* Exploding bills of materials into components
* Time-phasing planned orders
* Coordinating purchasing and production schedules
* Updating plans when demand or system status changes
ERP is broader (enterprise-wide integration), CRP focuses on comparing capacity vs workloads, and FMS is a production technology-not a planning system for material timing and quantities. Because the symptoms described are classic planning/coordination failures in materials and order timing,MRP is the best fit.
質問 # 53
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