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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Supply Chain and Inventory Management20%- Supply Chain Design
  • 1. Supplier relationships and tiers
  • 2. Logistics and distribution
- Inventory Control
  • 1. EOQ, reorder point, safety stock
  • 2. Just-in-Time (JIT) and lean systems
Quality Management Methods25%- Total Quality Management (TQM)
  • 1. Principles and philosophies
  • 2. Cost of quality
- Quality Tools and Techniques
  • 1. Statistical process control and control charts
  • 2. Pareto charts, fishbone diagrams, flowcharts
Forecasting and Project Management20%- Demand Forecasting
  • 1. Qualitative and quantitative methods
  • 2. Error measurement and accuracy
- Project Management
  • 1. CPM/PERT, critical path analysis
  • 2. Project lifecycle and scope
Capacity Planning and Facility Layout15%- Layout Design
  • 1. Location decision factors
  • 2. Product, process, fixed-position layouts
- Capacity Concepts
  • 1. Design capacity, effective capacity, utilization
  • 2. Capacity strategies and expansion
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

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WGU Operations Management (C215, VDC2) Sample Questions (Q20-Q25):

NEW QUESTION # 20
How do just-in-time (JIT) and lean systems add value?

Answer: A

Explanation:
Just-in-time (JIT) and lean systems add valueby reducing wasteacross all operational processes.
Lean Operations define value strictly from thecustomer's perspective. Any activity that does not add value to the product or service is considered waste (muda). JIT and lean systems systematically identify and eliminate this waste to improve efficiency, quality, and responsiveness.
Common types of waste targeted include:
* Overproduction
* Waiting time
* Excess inventory
* Unnecessary motion
* Transportation
* Defects and rework
* Overprocessing
By reducing waste, organizations achieve:
* Shorter lead times
* Lower costs
* Improved quality
* Greater flexibility
Options such as improving lighting or enhancing responsibility may support efficiency indirectly but do not define the core value mechanism of JIT and lean systems. Increasing simplicity is a result of waste reduction, not the primary method.
Operations Management emphasizes waste elimination as the foundation of sustainable operational excellence, making optionCthe correct answer.


NEW QUESTION # 21
What is the primary purpose in using the master production schedule (MPS) in the marketing department of an organization?

Answer: B

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 # 22
Which design work system minimizes repetitiveness in tasks by assigning employees the role of planning and scheduling?

Answer: C

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 # 23
Which formula would indicate that a fast-food restaurant was performing at, above, or below its benchmark?

Answer: A

Explanation:
Comprehensive and Detailed Explanation (#250 words):
The formulaActual output / standard outputindicates whether a fast-food restaurant is performingat, above, or below its benchmark.
This ratio compares real performance against a predefined standard. A value:
* Equal to 1 means performance meets the benchmark
* Greater than 1 means performance exceeds expectations
* Less than 1 indicates underperformance
Benchmarks are critical in Operations Management for:
* Performance evaluation
* Labor productivity measurement
* Process control
The other formulas measure utilization, velocity, or productivity, but do not directly reference a benchmark.
By comparing actual output to standard output, managers can quickly assess operational effectiveness and identify areas requiring corrective action.


NEW QUESTION # 24
Which statement is true about capacity requirements planning (CRP)?

Answer: D

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 # 25
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