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| Section | Objectives |
|---|---|
| Competency 2: Quality Management | - Total Quality Management (TQM) - Quality management philosophies (Deming, Juran, Crosby) - Malcolm Baldrige National Quality Award criteria - Cost of quality (prevention, appraisal, internal/external failure) |
| Competency 5: Capacity Planning and Facility Layout | - Facility layout types (process, product, cellular, fixed-position) - Location analysis and decisions - Capacity planning strategies |
| Competency 6: Production Planning and Scheduling | - Aggregate planning - Just-in-Time (JIT) and Kanban systems - Theory of Constraints (TOC) - Master Production Schedule (MPS) - Material Requirements Planning (MRP) |
| Competency 1: Operations Management Fundamentals | - Product and service design - History and evolution of operations management - Operations strategy and competitive priorities |
| Competency 4: Supply Chain Management | - Inventory management - Sourcing and procurement - Logistics and distribution - Supply chain design and strategy |
| Competency 7: Forecasting | - Forecast accuracy measures - Qualitative forecasting methods - Quantitative forecasting methods (moving averages, exponential smoothing) |
| Competency 3: Process Improvement and Problem Solving | - Six Sigma methodology - Plan-Do-Study-Act (PDSA) cycle - Lean operations and waste elimination - Statistical Process Control (SPC) - Cause-and-effect diagrams (fishbone diagrams) |
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問題 #21
Why is kanban significant to the "pull" system?
答案：B
解題說明：
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.
問題 #22
Which statement is true about capacity requirements planning (CRP)?
答案：C
解題說明：
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.
問題 #23
Which role do third-party logistics providers play in the supply chain?
答案：A
解題說明：
Third-party logistics (3PL) providers act asexternal distributorsin the supply chain.
They perform logistics functions such as:
* Transportation
* Warehousing
* Distribution
* Order fulfillment
These providers operate outside the firm but integrate closely with its operations. Organizations use 3PLs to:
* Reduce capital investment
* Increase flexibility
* Access logistics expertise
* Improve service levels
Operations Management recognizes outsourcing logistics as a strategic decision that allows firms to focus on core competencies while maintaining efficient distribution networks.
問題 #24
A company manufactures and distributes its own products.
When should the company consider outsourcing its distribution?
答案：B
解題說明：
A company should consider outsourcing distributionwhen it determines that distribution is no longer a core function.
Operations Management defines core functions as activities that:
* Create competitive advantage
* Differentiate the firm
* Require proprietary knowledge or capabilities
If distribution does not meet these criteria, outsourcing can:
* Lower costs
* Improve service reliability
* Increase scalability
* Allow management to focus on strategic priorities
The other options do not justify outsourcing:
* Forecasting difficulty is a management issue
* Lowest-cost operators should retain distribution
* Regulations do not eliminate strategic relevance
Outsourcing decisions must align with long-term operations strategy, not short-term cost fluctuations.
問題 #25
What is the primary purpose in using the master production schedule (MPS) in the marketing department of an organization?
答案：D
解題說明：
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.
問題 #26
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