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| Section | Objectives |
|---|---|
| Topic 1: Quality Management | - Total Quality Management (TQM) - Six Sigma and Continuous Improvement |
| Topic 2: Operations Management Foundations | - Introduction to Operations and Productivity - Operations Strategy and Competitiveness |
| Topic 3: Forecasting and Planning | - Demand Forecasting Methods - Aggregate Planning |
| Topic 4: Project and Operations Scheduling | - Scheduling Techniques - Project Management Basics |
| Topic 5: Supply Chain and Inventory Management | - Just-in-Time (JIT) and Lean Operations - Supply Chain Design and Logistics - Inventory Models and Control Systems |
| Topic 6: Process Design and Analysis | - Capacity Planning and Bottlenecks - Process Mapping and Flow |
>> Operations-Management関連資料 <<
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質問 # 69
How do just-in-time (JIT) and lean systems add value?
正解：B
解説：
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.
質問 # 70
A company decides and makes plans to enter into a new market.
Which project life cycle phase does this strategy directly relate to?
正解：C
解説：
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.
質問 # 71
Which two types of operations include repetitive processes?
Choose 2 answers
正解：B、D
質問 # 72
What is a key factor of a location analysis for a service company?
正解：A
解説：
Comprehensive and Detailed Explanation (#250 words):
The most critical factor in a service company's location analysis isproximity to customers.
Service operations differ fundamentally from manufacturing because theservice is often produced and consumed simultaneously. As a result, customer access, convenience, and responsiveness are central determinants of demand and satisfaction.
From an Operations Management perspective, proximity to customers:
* Reduces waiting and travel time
* Increases service usage frequency
* Improves customer perception of reliability and availability
* Enables faster response to service failures
Examples include healthcare facilities, retail stores, hospitality, and professional services. In all cases, distance acts as ademand deterrent.
The other options are secondary:
* Community relations are important but not decisive
* Best operating level and effective capacity are internal capacity measures, not location drivers Thus, service location strategy prioritizesmarket access over production efficiency, reinforcing customer- centric operations.
質問 # 73
What is meant by "duration of the change"?
正解：D
解説：
Comprehensive and Detailed Explanation (#270 words):
In capacity and aggregate planning,"duration of the change"refers tohow long the organization expects to operate at a different capacity level-higher or lower than normal. This is exactly what optionAstates.
In operations planning, managers must decide not onlyhow muchcapacity to change, but alsofor how longthe change will be required. That time horizon directly drives which capacity option is appropriate. If the change is short-lived, the firm typically chooses flexible, reversible options (overtime, temporary labor, subcontracting). If the change is long-lived, it may justify structural commitments (new equipment, new facility, permanent staffing).
This ties to hierarchical planning logic: the planning and control system exists to "harmonize the client's requests with the available resources" and uses staged planning levels (strategic capacity, aggregate planning, operational planning, scheduling). At the aggregate planning level, the organization validates whether it has enough capacity to meet expected workloads and selects a combination of resources.
Duration matters because longer changes increase the cost of relying on short-term measures (fatigue, overtime premiums, quality risk) while making long-term investments more economically rational. In short:
duration is the time component of the capacity decision, and it guides the selection of the most suitable planning lever.
質問 # 74
......
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