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| Section | Objectives |
|---|---|
| Competency 4: Supply Chain Management | - Inventory management - Supply chain design and strategy - Sourcing and procurement - Logistics and distribution |
| Competency 3: Process Improvement and Problem Solving | - Six Sigma methodology - Lean operations and waste elimination - Statistical Process Control (SPC) - Plan-Do-Study-Act (PDSA) cycle - Cause-and-effect diagrams (fishbone diagrams) |
| Competency 6: Production Planning and Scheduling | - Aggregate planning - Material Requirements Planning (MRP) - Master Production Schedule (MPS) - Just-in-Time (JIT) and Kanban systems - Theory of Constraints (TOC) |
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions - Capacity planning strategies |
| Competency 7: Forecasting | - Qualitative forecasting methods - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures |
| Competency 2: Quality Management | - Cost of quality (prevention, appraisal, internal/external failure) - Malcolm Baldrige National Quality Award criteria - Total Quality Management (TQM) - Quality management philosophies (Deming, Juran, Crosby) |
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - History and evolution of operations management - Product and service design |
>> Operations-Management Antworten <<
Unsere WGU Operations-Management Prüfungsunterlage (WGU Operations Management (C215, VDC2)) enthalten alle echten, originalen und richtigen Fragen und Antworten. Die Abdeckungsrate unserer WGU Operations-Management Unterlagen (Fragen und Antworten) (WGU Operations Management (C215, VDC2)) ist normalerweise mehr als 98%.
19. Frage
Which strategy is used by some emergency rooms to overcome customer frustrations about long waiting times?
Antwort: C
Begründung:
Emergency rooms often usescreening and fast-tracking patients with minor ailmentsto reduce perceived and actual waiting times. This strategy is a well-establishedservice operations capacity-management technique.
From an Operations Management perspective, emergency departments facehigh variability in demand and processing times, which leads to congestion and long queues. Treating all patients strictly in arrival order (first-come, first-served) is operationally inefficient because patients require very different levels of care.
Fast-tracking works by:
* Separating low-complexity cases from critical cases
* Allocating dedicated resources to minor treatments
* Reducing bottlenecks at key treatment stages
This approach improvesflow efficiency, patient satisfaction, and throughput without increasing total capacity.
It aligns with queue management principles and the concept ofsegmented service design, where different customer needs are handled through different process paths.
The other options are inferior operationally:
* Scheduling follow-ups for severe cases is clinically unsafe
* Sending patients elsewhere shifts the problem, not solves it
* Strict arrival order ignores service-time variability
Fast-tracking addresses bothoperational efficiencyandperceived service quality, which is particularly critical in high-contact service systems such as healthcare.
20. Frage
What is the name of the model that has been created to examine the four different supply chain perspectives of reliability, flexibility, expenses, and assets/utilization?
Antwort: D
Begründung:
TheSCOR (Supply Chain Operations Reference) modelevaluates supply chains across four key dimensions:
reliability, responsiveness/flexibility, cost, and asset utilization.
Developed by the Supply Chain Council, SCOR provides:
* Standardized performance metrics
* Best-practice process definitions
* A common supply chain language
Operations Management uses SCOR to benchmark performance, identify gaps, and align supply chain strategy with business objectives.
The other options are not recognized industry models.
21. Frage
Why is kanban significant to the "pull" system?
Antwort: C
Begründung:
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.
22. Frage
Which two types of operations include repetitive processes?
Choose 2 answers
Antwort: A,C
Begründung:
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.
23. Frage
Which design work system minimizes repetitiveness in tasks by assigning employees the role of planning and scheduling?
Antwort: B
Begründung:
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.
24. Frage
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