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| Section | Objectives |
|---|---|
| Competency 2: Quality Management | - Total Quality Management (TQM) - Malcolm Baldrige National Quality Award criteria - Quality management philosophies (Deming, Juran, Crosby) - Cost of quality (prevention, appraisal, internal/external failure) |
| Competency 1: Operations Management Fundamentals | - Product and service design - Operations strategy and competitive priorities - History and evolution of operations management |
| Competency 7: Forecasting | - Quantitative forecasting methods (moving averages, exponential smoothing) - Forecast accuracy measures - Qualitative forecasting methods |
| Competency 4: Supply Chain Management | - Logistics and distribution - Inventory management - Supply chain design and strategy - Sourcing and procurement |
| Competency 6: Production Planning and Scheduling | - Master Production Schedule (MPS) - Material Requirements Planning (MRP) - Theory of Constraints (TOC) - Just-in-Time (JIT) and Kanban systems - Aggregate planning |
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions - Capacity planning strategies |
| Competency 3: Process Improvement and Problem Solving | - Lean operations and waste elimination - Statistical Process Control (SPC) - Six Sigma methodology - Cause-and-effect diagrams (fishbone diagrams) - Plan-Do-Study-Act (PDSA) cycle |
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NEW QUESTION # 58
What are two common drawbacks of implementing an enterprise resource planning (ERP) solution?
Choose 2 answers
Answer: B,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 # 59
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 # 60
Which concept of variation measures the central tendency of a set of data?
Answer: C
Explanation:
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.
NEW QUESTION # 61
What are two strategic objectives for every member of the supply chain?
Choose 2 answers
Answer: B,C
Explanation:
Two universal strategic objectives for all supply chain members areincreasing cost effectivenessand becoming more efficient.
Every organization in the supply chain-suppliers, manufacturers, distributors, and retailers-must manage costs while improving operational efficiency to remain competitive.
Cost effectiveness ensures:
* Sustainable margins
* Competitive pricing
* Resource optimization
Efficiency focuses on:
* Process improvement
* Waste reduction
* Throughput enhancement
* Reliable delivery
While reducing lead times and increasing demand are desirable outcomes, they are not universal strategic objectives for every participant. Distribution location decisions apply only to specific nodes.
Operations Management views supply chains asinterdependent systems, where overall performance depends on efficiency and cost discipline at each stage.
NEW QUESTION # 62
A company decides and makes plans to enter into a new market.
Which project life cycle phase does this strategy directly relate to?
Answer: B
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 # 63
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