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| Section | Objectives |
|---|---|
| Topic 1: Competency 4: Supply Chain Management | - Sourcing and procurement - Logistics and distribution - Inventory management - Supply chain design and strategy |
| Topic 2: Competency 1: Operations Management Fundamentals | - Product and service design - History and evolution of operations management - Operations strategy and competitive priorities |
| Topic 3: Competency 3: Process Improvement and Problem Solving | - Cause-and-effect diagrams (fishbone diagrams) - Six Sigma methodology - Lean operations and waste elimination - Plan-Do-Study-Act (PDSA) cycle - Statistical Process Control (SPC) |
| Topic 4: Competency 6: Production Planning and Scheduling | - Master Production Schedule (MPS) - Aggregate planning - Just-in-Time (JIT) and Kanban systems - Theory of Constraints (TOC) - Material Requirements Planning (MRP) |
| Topic 5: Competency 2: Quality Management | - Total Quality Management (TQM) - Cost of quality (prevention, appraisal, internal/external failure) - Malcolm Baldrige National Quality Award criteria - Quality management philosophies (Deming, Juran, Crosby) |
| Topic 6: Competency 5: Capacity Planning and Facility Layout | - Capacity planning strategies - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions |
| Topic 7: Competency 7: Forecasting | - Qualitative forecasting methods - Forecast accuracy measures - Quantitative forecasting methods (moving averages, exponential smoothing) |
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NEW QUESTION # 24
Which two areas should managers consider in order to adapt to the business dynamics affecting their company?
Choose 2 answers
Answer: B,C
Explanation:
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.
NEW QUESTION # 25
Which work system acknowledges the benefits of employee proficiency?
Answer: D
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Labor specializationacknowledges the benefits of employee proficiency by allowing workers to focus on specific tasks, increasing skill, speed, and consistency.
In Operations Management, labor specialization:
* Reduces learning time
* Increases productivity
* Improves quality consistency
* Lowers unit costs
Employees become highly proficient through repetition and experience. This principle underpins early scientific management and remains relevant in many high-volume environments.
The other options are outcomes or enablers, not work systems:
* Employee longevity is a result, not a system
* Enhanced relations support performance but do not define task design
* Lower operating cost is a consequence of specialization
While specialization can create efficiency, it must be balanced with job design strategies (e.g., enrichment or rotation) to avoid fatigue and disengagement.
NEW QUESTION # 26
Which statement is true about capacity requirements planning (CRP)?
Answer: C
Explanation:
The correct statement aboutCapacity Requirements Planning (CRP)is thatavailable capacity is compared to calculated workloads of relevant items.
CRP is a planning technique used after material requirements planning (MRP). While MRP determineswhat andwhenmaterials are needed, CRP verifies whether the organization hassufficient capacity-in terms of machines, labor, and work centers-to execute the planned production schedule.
CRP works by:
* Translating planned orders into workload requirements
* Assigning those workloads to specific work centers
* Comparing required capacity with available capacity
* Identifying overloads or underutilization
The incorrect options misrepresent CRP:
* CRP does not create capacity; it evaluates feasibility
* Human capital adequacy is part of workforce planning, not CRP's primary role
* CRP evaluates workloads in relation to the whole system, not isolated items Operations Management emphasizes CRP as afeasibility check, ensuring that production plans are realistic and executable before release to the shop floor.
NEW QUESTION # 27
Which design work system minimizes repetitiveness in tasks by assigning employees the role of planning and scheduling?
Answer: B
Explanation:
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.
NEW QUESTION # 28
How does the status of overall customer satisfaction support supply chain objectives?
Answer: D
Explanation:
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.
NEW QUESTION # 29
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