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| Section | Objectives |
|---|---|
| Competency 4: Supply Chain Management | - Logistics and distribution - Sourcing and procurement - Inventory management - Supply chain design and strategy |
| Competency 2: Quality Management | - Quality management philosophies (Deming, Juran, Crosby) - Cost of quality (prevention, appraisal, internal/external failure) - Malcolm Baldrige National Quality Award criteria - Total Quality Management (TQM) |
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Capacity planning strategies - Location analysis and decisions |
| Competency 3: Process Improvement and Problem Solving | - Lean operations and waste elimination - Plan-Do-Study-Act (PDSA) cycle - Statistical Process Control (SPC) - Cause-and-effect diagrams (fishbone diagrams) - Six Sigma methodology |
| Competency 1: Operations Management Fundamentals | - Operations strategy and competitive priorities - Product and service design - History and evolution of operations management |
| Competency 7: Forecasting | - Forecast accuracy measures - Quantitative forecasting methods (moving averages, exponential smoothing) - Qualitative forecasting methods |
| Competency 6: Production Planning and Scheduling | - Aggregate planning - Master Production Schedule (MPS) - Just-in-Time (JIT) and Kanban systems - Material Requirements Planning (MRP) - Theory of Constraints (TOC) |
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NEW QUESTION # 70
Which two capacity measurement concepts should a firm consider when conducting a location analysis?
Choose 2 answers
Answer: A,C
Explanation:
When conducting a location analysis, firms must considerproximity to sources of supplyandsite considerationsas key capacity-related factors.
Proximity to sources of supplyaffects:
* Transportation cost and reliability
* Lead times
* Inventory requirements
* Production continuity
Reliable supply access directly influences effective capacity by reducing disruptions and variability.
Site considerationsinclude:
* Land availability and cost
* Infrastructure and utilities
* Expansion potential
* Zoning and regulatory constraints
These factors determine how much capacity can be installed, expanded, and operated efficiently over time.
The other options are less relevant:
* Throughput time is a process performance metric
* Employee relations are important but not capacity measurement concepts Operations Management emphasizes that capacity decisions are long-term and capital-intensive. Poor location choices constrain future capacity, flexibility, and growth.
NEW QUESTION # 71
Which factor determines how long it takes a qualified operator to perform a duty of the job requirements under the assumption that the operator is working at a sustainable pace with the proper tools for the process?
Answer: C
Explanation:
Standard timeis the measure that determines how long it should take a qualified operator to perform a jobat a sustainable pace using proper tools and methods.
In Operations Management and work measurement, standard time represents theallowed timeto complete a task, including:
* Normal time (observed time adjusted for performance rating)
* Allowances for fatigue
* Personal needs
* Unavoidable delays
Standard time is essential for:
* Scheduling work
* Determining labor requirements
* Establishing production standards
* Capacity planning
* Incentive wage systems
The other options represent intermediate concepts:
* Observed timeis the raw measured time
* Normal timeadjusts observed time for performance rating
* Performance timeis not a standard OM term
By incorporating allowances, standard time ensures that expectations arerealistic and sustainable, protecting both productivity and employee well-being. It is a foundational element of work system design and labor planning.
NEW QUESTION # 72
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?
Answer: B
Explanation:
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.
NEW QUESTION # 73
Which strategy is used by some emergency rooms to overcome customer frustrations about long waiting times?
Answer: D
Explanation:
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.
NEW QUESTION # 74
What is the primary purpose in using the master production schedule (MPS) in the marketing department of an organization?
Answer: D
Explanation:
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.
NEW QUESTION # 75
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