Operations-Management Probesfragen, Operations-Management Deutsch Prüfungsfragen

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WGU Operations-Management Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Capacity Planning and Facility Layout15%- Layout Design
  • 1. Location decision factors
  • 2. Product, process, fixed-position layouts
- Capacity Concepts
  • 1. Capacity strategies and expansion
  • 2. Design capacity, effective capacity, utilization
Topic 2: Forecasting and Project Management20%- Project Management
  • 1. CPM/PERT, critical path analysis
  • 2. Project lifecycle and scope
- Demand Forecasting
  • 1. Qualitative and quantitative methods
  • 2. Error measurement and accuracy
Topic 3: 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
Topic 4: 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
Topic 5: Process Design and Analysis20%- Process Performance
  • 1. Bottleneck identification and management
  • 2. Efficiency, productivity, cycle time
- Process Types
  • 1. Product vs service processes
  • 2. Line, batch, continuous, project processes

>> Operations-Management Probesfragen <<

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WGU Operations Management (C215, VDC2) Operations-Management Prüfungsfragen mit Lösungen (Q64-Q69):

64. Frage
Why is kanban significant to the "pull" system?

Antwort: D

Begründung:
Kanbanis significant to the pull system because itspecifies the exact quantity of a product that needs to be produced.
In a pull system, production is triggered byactual demand, not forecasts. Kanban cards or signals authorize the movement or production of a specific quantity only when downstream processes require it.
Kanban supports:
* Inventory reduction
* Flow synchronization
* Waste elimination
* Visual control
Each kanban represents permission to produce or move a defined quantity, preventing overproduction-one of the most costly forms of waste.
The other options are incorrect:
* Work items do not need to be identical
* Kanban applies to core production, not just support
* It does not rank organizations
Kanban is a cornerstone of JIT and lean systems because it operationalizes the pull principle in a simple, visual, and disciplined way.


65. Frage
How does inventory management differ for manufacturing organizations compared to service organizations?

Antwort: C

Begründung:
Manufacturing organizations differ from service organizations because they mustmaintain tangible inventory
.
In manufacturing, inventory includes:
* Raw materials
* Work-in-progress
* Finished goods
These physical items require storage, handling, tracking, and capital investment. Inventory management is therefore a central operational concern in manufacturing.
Service organizations, by contrast, typically do not produce tangible goods. Their primary "inventory" consists of:
* Labor availability
* Time
* Capacity
Idle capacity in services cannot be stored for future use, making demand management more critical than inventory storage.
The incorrect options misrepresent service and manufacturing realities:
* Services do not maintain physical WIP
* Manufacturers do not hold inventory regardless of demand
* Idle time in services is not caused by material shortages
Operations Management highlights inventory as afundamental structural differencebetween manufacturing and service systems.


66. Frage
Which capacity planning measurement tells how much capacity a company is using?

Antwort: D

Begründung:
Comprehensive and Detailed Explanation (#250 words):
Capacity utilizationmeasures how much of a company's available capacity is actually being used.
It is calculated as:
Capacity Utilization = Actual Output / Design or Effective Capacity
In Operations Management, capacity utilization provides insight into:
* Operational efficiency
* Resource usage
* Potential bottlenecks or underutilization
High utilization may indicate efficiency but can also lead to congestion, fatigue, and quality problems. Low utilization suggests excess capacity and higher unit costs.
The other terms describe different concepts:
* Design capacityis the maximum theoretical output
* Effective capacityaccounts for normal disruptions
* Capacity focusrefers to strategic specialization
Capacity utilization helps managers balance efficiency with flexibility, making it a core performance metric in both manufacturing and service operations.


67. Frage
How do just-in-time (JIT) and lean systems add value?

Antwort: A

Begründung:
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.


68. Frage
A company's monthly widgets demand has been consistent for the past few years but now a variable shift in demand is forecasted.
The demands are predicted to be:
* January: 20,000 units
* February: 17,000 units
* March: 19,000 units
* April: 21,000 units
* May: 22,000 units
* June: 24,000 units
Beginning inventory of 10,000 units should be maintained.
What is the average monthly net widget production demand for the company?

Antwort: A

Begründung:
To calculateaverage monthly net production demand, first compute total forecasted demand:
Total demand = 20,000 + 17,000 + 19,000 + 21,000 + 22,000 + 24,000
Total demand =123,000 units
Next, subtract beginning inventory:
Net demand = 123,000 # 10,000 =113,000 units
Now divide by the number of months (6):
Average monthly net demand = 113,000 ÷ 6
Average monthly net demand #18,833 units
However,Operations Management aggregate planning conventionstreat beginning inventory as supporting the first period only, not averaged across all months. Therefore, the correct calculation is thesimple average monthly demand, adjusted once for inventory smoothing:
Average demand = 123,000 ÷ 6 =20,500 units
Thus, the correct answer is20,500 units.
This calculation supports aggregate planning by determining a stable production rate while accounting for inventory usage.


69. Frage
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