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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Process Design and Analysis20%- Process Performance
  • 1. Efficiency, productivity, cycle time
  • 2. Bottleneck identification and management
- Process Types
  • 1. Line, batch, continuous, project processes
  • 2. Product vs service processes
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. Supplier relationships and tiers
  • 2. Logistics and distribution
Forecasting and Project Management20%- Demand Forecasting
  • 1. Error measurement and accuracy
  • 2. Qualitative and quantitative methods
- Project Management
  • 1. CPM/PERT, critical path analysis
  • 2. Project lifecycle and scope
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
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

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WGU Operations Management (C215, VDC2) Sample Questions (Q17-Q22):

NEW QUESTION # 17
Which formula would compute process velocity?

Answer: B

Explanation:
Process velocityis computed using the ratio:
Process Velocity = Throughput Time / Value-Added Time
This metric measures how efficiently time is used within a process. A high ratio indicates excessivenon- value-added time, such as waiting, moving, or rework.
Operations Management focuses on reducing throughput time while maximizing value-added activities.
Process velocity highlights inefficiencies that are often invisible in traditional productivity measures.
The other formulas measure different concepts:
* Resource utilization (A)
* Performance efficiency (B)
* Productivity (D)
A low process velocity (closer to 1) indicates a lean, efficient process, while high values suggest opportunities for improvement.


NEW QUESTION # 18
What is the measure of how much supply chain is owned or operated by the manufacturer?

Answer: B

Explanation:
Vertical integrationmeasures how much of the supply chain isowned or controlled by the manufacturer.
In Operations and Supply Chain Management, vertical integration refers to the degree to which a firm performs activities upstream (suppliers) or downstream (distribution, retail) rather than relying on external partners. A highly vertically integrated company may own raw material sources, manufacturing plants, distribution centers, and even retail outlets.
Vertical integration affects:
* Cost structure
* Control over quality
* Lead times
* Supply reliability
* Strategic flexibility
The other options are not standard measures:
* Horizontal integration refers to acquiring competitors at the same stage
* "Insource" and "outsource integration" are not formal OM terms
Operations strategy evaluates vertical integration carefully because while it increases control, it also:
* Requires high capital investment
* Reduces flexibility
* Increases managerial complexity
Thus, vertical integration directly quantifies how much of the supply chain the manufacturer owns or operates.


NEW QUESTION # 19
What helps an organization identify and plan the actions necessary to meet current and future customer demands?

Answer: A

Explanation:
Capacity planningis the process that helps organizations identify and plan the actions required to meet current and future customer demand.
In Operations Management, capacity planning ensures that an organization has theright amount of resources at the right time. These resources may include labor, equipment, facilities, and technology.
Capacity planning involves:
* Forecasting demand
* Evaluating existing capacity
* Identifying capacity gaps
* Selecting capacity adjustment strategies (e.g., overtime, subcontracting, expansion) Without capacity planning, organizations risk:
* Excess capacity and high costs
* Insufficient capacity and lost sales
* Poor service levels and customer dissatisfaction
Production capacity alone is static, while capacity planning isdynamic and forward-looking. Economic conditions influence demand but do not provide actionable operational plans.
Capacity planning aligns operations strategy with business strategy and supports sustainable growth.


NEW QUESTION # 20
Which two types of operations include repetitive processes?
Choose 2 answers

Answer: B,C


NEW QUESTION # 21
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 # 22
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