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| Section | Objectives |
|---|---|
| Competency 6: Production Planning and Scheduling | - Master Production Schedule (MPS) - Theory of Constraints (TOC) - Material Requirements Planning (MRP) - Aggregate planning - Just-in-Time (JIT) and Kanban systems |
| Competency 5: Capacity Planning and Facility Layout | - Capacity planning strategies - Location analysis and decisions - Facility layout types (process, product, cellular, fixed-position) |
| Competency 3: Process Improvement and Problem Solving | - Cause-and-effect diagrams (fishbone diagrams) - Lean operations and waste elimination - Plan-Do-Study-Act (PDSA) cycle - Statistical Process Control (SPC) - Six Sigma methodology |
| Competency 4: Supply Chain Management | - Sourcing and procurement - Supply chain design and strategy - Logistics and distribution - Inventory management |
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - Product and service design - History and evolution of operations management |
| Competency 2: Quality Management | - Quality management philosophies (Deming, Juran, Crosby) - Malcolm Baldrige National Quality Award criteria - Total Quality Management (TQM) - Cost of quality (prevention, appraisal, internal/external failure) |
| Competency 7: Forecasting | - Qualitative forecasting methods - Forecast accuracy measures - Quantitative forecasting methods (moving averages, exponential smoothing) |
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問題 #60
Why is it beneficial for an organization to designate employees to communicate alternative ways to complete a job in a methods analysis?
答案：B
解題說明：
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.
問題 #61
What would be an organization's next step after it has revised or implemented new operations?
答案：D
解題說明：
After implementing revised or new operations, the correct next step is tofollow up to ensure that the new operation resolves quality problems.
Operations Management emphasizes that implementation alone does not guarantee improvement. Post- implementation follow-up is required to:
* Verify performance improvements
* Detect unintended consequences
* Confirm quality objectives are met
* Ensure process stability
This step is central tocontinuous improvementand aligns with PDCA (Plan-Do-Check-Act) and DMAIC cycles.
The other options are ineffective or redundant:
* Reversing operation order adds no value
* Revising before use contradicts implementation
* Re-analyzing the old process ignores the change
Follow-up transforms change into learning and ensures operational improvements are sustained over time.
問題 #62
Which concept of variation measures the central tendency of a set of data?
答案：B
解題說明：
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.
問題 #63
A company manufactures shoes using a quality management system. The company needs to put a process in place to measure any defects. The company would like to measure the number of defects and observe the number of occurrences to isolate the particular defect. Which quality tool should the company use to focus on correcting this particular issue?
答案：C
解題說明：
Achecklistis the most appropriate quality tool when the objective is tocount defects and track their frequency of occurrence.
Checklists are simple yet powerful tools used tocollect structured data consistently. In this scenario, the shoe manufacturer wants to identify which defects occur most frequently (e.g., stitching errors, sole defects, size mismatches). A checklist allows inspectors to mark each occurrence systematically, enabling later analysis.
Why not the others?
* Scatter diagramsanalyze relationships between variables.
* Control chartsmonitor process stability over time.
* Flowchartsdocument process steps.
In Operations Management, checklists are often thefirst stepin defect analysis. Once data is gathered using a checklist, other tools like Pareto charts or control charts can be applied for deeper analysis.
Checklists support continuous improvement by:
* Ensuring consistency in inspections
* Reducing human error
* Providing factual data for decision-making
* Enabling root-cause analysis
They are especially useful in early-stage quality investigations where the goal isvisibility, not yet process control. By identifying dominant defects, organizations can prioritize corrective actions efficiently.
問題 #64
What is the primary purpose in using the master production schedule (MPS) in the marketing department of an organization?
答案：B
解題說明：
Comprehensive and Detailed Explanation (#270 words):
The primary purpose of using theMaster Production Schedule (MPS)-including from a marketing
/customer-commitment perspective-isto manage the demand for promised deliveries(AnswerA).
In the planning hierarchy, forecasts and customer requirements are translated into a detailed schedule. The document explains that, based on demand forecasting, the organization creates aMaster Plan Schedule (MPS) where "specific dates are set in detail," and that the MPS is then used to plan material requirements. This makes the MPS the central bridge between what the market is asking for and what operations can realistically commit to.
Marketing uses the MPS not to "create" demand, but tocoordinate commitments: delivery promises, timing, and order quantities must align with feasible production and materials availability. If marketing promises deliveries that the MPS cannot support, the system experiences late orders, expediting, and customer dissatisfaction.
Therefore, MPS in a marketing context supportsavailable-to-promise discipline, ensuring customer commitments are consistent with operational reality and planned workloads. It is a planning control instrument, not a tool for controlling production departments or identifying new product demand.
問題 #65
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最新Operations-Management考題: https://www.vcesoft.com/Operations-Management-pdf.html
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