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| Section | Objectives |
|---|---|
| Topic 1: Competency 4: Supply Chain Management | - Sourcing and procurement - Inventory management - Supply chain design and strategy - Logistics and distribution |
| Topic 2: Competency 3: Process Improvement and Problem Solving | - Plan-Do-Study-Act (PDSA) cycle - Six Sigma methodology - Statistical Process Control (SPC) - Lean operations and waste elimination - Cause-and-effect diagrams (fishbone diagrams) |
| Topic 3: Competency 7: Forecasting | - Qualitative forecasting methods - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures |
| Topic 4: Competency 6: Production Planning and Scheduling | - Just-in-Time (JIT) and Kanban systems - Aggregate planning - Material Requirements Planning (MRP) - Theory of Constraints (TOC) - Master Production Schedule (MPS) |
| Topic 5: Competency 5: Capacity Planning and Facility Layout | - Capacity planning strategies - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions |
| Topic 6: Competency 1: Operations Management Fundamentals | - Product and service design - History and evolution of operations management - Operations strategy and competitive priorities |
| Topic 7: 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) |
>> Valid Operations-Management Test Topics <<
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NEW QUESTION # 33
Which total quality management (TQM) process was developed to stress management's responsibility for quality?
Answer: A
Explanation:
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.
NEW QUESTION # 34
What are two common drawbacks of implementing an enterprise resource planning (ERP) solution?
Choose 2 answers
Answer: A,C
Explanation:
Comprehensive and Detailed Explanation (#270 words):
Two widely recognized drawbacks of ERP implementations are that theytake a long time to implement (and to realize benefits)andrequire extensive, often complex training-optionsAandB.
ERP systems integrate data and processes across functions (planning, procurement, production, inventory, finance, distribution). That integration is valuable, but it also makes implementation complex: processes must be aligned, data standardized, roles clarified, and change managed across departments. As a result, organizations often experience long project timelines before stable adoption and measurable benefits occur.
Training is a major burden because ERP changes how people work day-to-day. Users must learn new transaction flows, reporting logic, and discipline in data entry. Without strong training, adoption collapses into workarounds, bad data, and loss of trust in the system.
This connects to the operations principle that planning and control systems are "mechanisms and operating logics" used to manage resources and supplies over time to meet requests. ERP is one such enabling infrastructure-but it must support operations rather than become a constraint.
While customization can be an issue in some cases, the most universal drawbacks across organizations remain time-to-valueandtraining complexity, makingA and Bthe best answers.
NEW QUESTION # 35
Why is it beneficial for an organization to designate employees to communicate alternative ways to complete a job in a methods analysis?
Answer: A
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Employees are designated in methods analysis becausethey may have valuable suggestions for improving the operation.
Frontline employees:
* Perform tasks daily
* Understand practical constraints
* Observe inefficiencies and waste
* Identify improvement opportunities
Operations Management recognizes that sustainable improvement requiresemployee involvement. Workers often know better ways to reduce motion, time, or effort that are invisible to managers.
The other options are incorrect:
* Tradition alone does not justify current methods
* Expertise alone does not guarantee improvement ideas
* Resistance to training is a risk, not a benefit
Methods analysis seeks to simplify, standardize, and improve work. Employee input enhances acceptance of change and improves implementation success.
NEW QUESTION # 36
A company decides and makes plans to enter into a new market.
Which project life cycle phase does this strategy directly relate to?
Answer: A
Explanation:
Entering a new market directly relates to theconception phaseof the project life cycle.
At this stage, management identifies:
* Strategic opportunities
* Market gaps
* Growth options
* Alignment with organizational goals
Deciding to enter a new market represents theinitial recognition of opportunity, which triggers project consideration.
Feasibility analysis occurs afterward to evaluate financial, technical, and operational viability. Planning and execution only begin once the project is approved.
Operations Management relies on clear conception decisions to ensure resources are committed only to strategically aligned initiatives.
NEW QUESTION # 37
Which statement is true about capacity requirements planning (CRP)?
Answer: B
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 # 38
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