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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Quality Management Methods25%- Total Quality Management (TQM)
  • 1. Cost of quality
  • 2. Principles and philosophies
- Quality Tools and Techniques
  • 1. Statistical process control and control charts
  • 2. Pareto charts, fishbone diagrams, flowcharts
Supply Chain and Inventory Management20%- Inventory Control
  • 1. EOQ, reorder point, safety stock
  • 2. Just-in-Time (JIT) and lean systems
- Supply Chain Design
  • 1. Logistics and distribution
  • 2. Supplier relationships and tiers
Capacity Planning and Facility Layout15%- Layout Design
  • 1. Product, process, fixed-position layouts
  • 2. Location decision factors
- Capacity Concepts
  • 1. Design capacity, effective capacity, utilization
  • 2. Capacity strategies and expansion
Process Design and Analysis20%- Process Types
  • 1. Line, batch, continuous, project processes
  • 2. Product vs service processes
- Process Performance
  • 1. Bottleneck identification and management
  • 2. Efficiency, productivity, cycle time
Forecasting and Project Management20%- Demand Forecasting
  • 1. Qualitative and quantitative methods
  • 2. Error measurement and accuracy
- Project Management
  • 1. CPM/PERT, critical path analysis
  • 2. Project lifecycle and scope

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WGU Operations Management (C215, VDC2) 認定 Operations-Management 試験問題 (Q54-Q59):

質問 # 54
A company manufactures and distributes its own products.
When should the company consider outsourcing its distribution?

正解：C

解説：
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.


質問 # 55
The annual cost of goods sold for a company is $8,400,000 and the average inventory is $1,200,000.
What is the number of weeks of supply?

正解：E

解説：
Weeks of supplymeasures how long inventory will last based on average usage. It is calculated using the formula:
Weeks of Supply = (Average Inventory / Annual Cost of Goods Sold) × 52
Substituting the given values:
Weeks of Supply = (1,200,000 / 8,400,000) × 52
Weeks of Supply = 0.142857 × 52
Weeks of Supply #7.43 weeks
When rounded to the nearest whole number, the answer is7 weeks.
In Operations and Supply Chain Management, weeks of supply is a key inventory performance metric because it:
* Indicates inventory efficiency
* Helps balance service levels and holding costs
* Supports cash flow management
* Enables comparison across products or firms
Too many weeks of supply signal excess inventory and high holding costs, while too few weeks increase the risk of stockouts and service failures.
Managers use this metric alongside inventory turnover to evaluate how effectively inventory supports demand while minimizing waste.


質問 # 56
Which two areas should managers consider in order to adapt to the business dynamics affecting their company?
Choose 2 answers

正解：A、B

解説：
Managers must considercontrol over internal operationsandinfluence and leverage over suppliersto adapt effectively to changing business dynamics.
Internal operational control determines how quickly a firm can:
* Adjust capacity
* Improve quality
* Reduce cost
* Respond to demand changes
Supplier influence is equally critical in modern supply chains. Strong supplier relationships improve:
* Reliability
* Cost stability
* Innovation
* Responsiveness
Operations Management emphasizes that competitiveness increasingly depends onsupply chain coordination
, not isolated firm performance.
The other options are less relevant:
* Firms rarely influence future legislation
* Advertising costs relate to marketing strategy, not operational adaptability Thus, effective supply chain management requires both internal excellence and external collaboration.


質問 # 57
Which concept of variation measures the central tendency of a set of data?

正解：C

解説：
Comprehensive and Detailed Explanation (#250 words):
Themeanis the statistical measure that represents thecentral tendencyof a set of data.
In quality management and statistical process control (SPC), the mean indicates theaverage performance level of a process. It is calculated by summing all observed values and dividing by the number of observations.
In Operations Management, understanding central tendency is essential because:
* It defines the process target or expected output
* It serves as the reference point for evaluating variation
* It is used to establish control limits in control charts
Other options measure different aspects of variation:
* Rangemeasures dispersion between the highest and lowest values
* Standard deviationmeasures variability around the mean
* Variableis a generic term, not a measurement
TQM emphasizes not only achieving a desired mean but alsoreducing variability around it. A process can have the correct average output yet still produce defects if variation is excessive.
The mean is therefore foundational in quality analysis, process capability assessment, and continuous improvement initiatives. It helps managers understand whether processes are centered on customer specifications.


質問 # 58
Why might a company avoid using demand-based options such as inventory and backorders over a long period of time?

正解：B

解説：
Comprehensive and Detailed Explanation (#250 words):
Demand-based options such asinventory accumulation and backordersare avoided long term becausethey are more risky.
Maintaining high inventory levels increases:
* Holding costs
* Obsolescence risk
* Damage and theft
* Cash flow constraints
Backorders, while avoiding inventory buildup, risk:
* Customer dissatisfaction
* Lost sales
* Damage to brand reputation
Operations Management categorizes these options asshort-term demand smoothing tools, not sustainable strategies. Over time, uncertainty in demand magnifies the risks associated with inventory imbalances or unmet demand.
The other options are incorrect:
* These methods are not inherently time consuming
* They do not directly affect subcontracting or labor policies
Thus, firms avoid long-term reliance on demand-based options to maintain stability and customer trust.


質問 # 59
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