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| Section | Objectives |
|---|---|
| Topic 1: Project and Operations Scheduling | - Project Management Basics - Scheduling Techniques |
| Topic 2: Operations Management Foundations | - Introduction to Operations and Productivity - Operations Strategy and Competitiveness |
| Topic 3: Supply Chain and Inventory Management | - Just-in-Time (JIT) and Lean Operations - Supply Chain Design and Logistics - Inventory Models and Control Systems |
| Topic 4: Forecasting and Planning | - Demand Forecasting Methods - Aggregate Planning |
| Topic 5: Process Design and Analysis | - Process Mapping and Flow - Capacity Planning and Bottlenecks |
| Topic 6: Quality Management | - Total Quality Management (TQM) - Six Sigma and Continuous Improvement |
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質問 # 18
How does inventory management differ for manufacturing organizations compared to service organizations?
正解：C
解説：
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.
質問 # 19
Why is kanban significant to the "pull" system?
正解：C
解説：
Kanbanis significant to the pull system because itspecifies the exact quantity of a product that needs to be produced.
In a pull system, production is triggered byactual demand, not forecasts. Kanban cards or signals authorize the movement or production of a specific quantity only when downstream processes require it.
Kanban supports:
* Inventory reduction
* Flow synchronization
* Waste elimination
* Visual control
Each kanban represents permission to produce or move a defined quantity, preventing overproduction-one of the most costly forms of waste.
The other options are incorrect:
* Work items do not need to be identical
* Kanban applies to core production, not just support
* It does not rank organizations
Kanban is a cornerstone of JIT and lean systems because it operationalizes the pull principle in a simple, visual, and disciplined way.
質問 # 20
Which two factors affect a service location decision? Choose 2 answers
正解：A、C
解説：
For service organizations,proximity to customersandquality-of-life issuesare two dominant factors in location decisions.
Unlike manufacturing, service operations requiredirect customer contact. Being close to customers reduces travel time, improves convenience, enhances responsiveness, and increases perceived service quality.
Examples include hospitals, banks, restaurants, and consulting offices, where location accessibility directly influences demand.
Quality-of-life issues-such as education, healthcare, housing, safety, climate, and cultural amenities-affect the ability toattract and retain skilled service employees. Human capital is a critical input in service operations, and workforce availability often outweighs cost considerations.
The other options are less relevant:
* Manufacturing proximity matters mainly for production facilities
* Warehouse storage is a logistics concern, not a service driver
Operations Management emphasizes that service location decisions balancecustomer accessandemployee satisfaction, since both directly influence service quality, productivity, and long-term sustainability.
質問 # 21
Which total quality management (TQM) process was developed to stress management's responsibility for quality?
正解：B
解説：
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.
質問 # 22
What are two ways management can assist employees' focus in a just-in-time (JIT) processing environment?
Choose 2 answers
正解：A、B
解説：
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.
質問 # 23
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Operations-Management試験のPassTest教材は専門家によって編集され、経験豊富な専門家によって承認されています。これらは、合格試験の論文と業界で人気の傾向に従って改訂および更新されます。 Operations-Management試験トレントの言語は理解しやすいものであり、Operations-Management試験問題はどの学習者にも適しています。 Operations-Management学習教材の内容は習得しやすく、重要な情報を簡素化しました。 Operations-Managementテストの質問は、最新かつ有効な質問と回答を伝えるため、WGU Operations Management (C215, VDC2)学習がリラックスして効率的になります。
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