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Try Desktop WGU Operations-Management Practice Test Software For Self-AssessmentDumps4PDF is one of the leading platforms that has been helping WGU Operations-Management Exam Questions candidates for many years. Over this long time, period the WGU Operations Management (C215, VDC2) (Operations-Management) exam dumps helped countless WGU Operations Management (C215, VDC2) (Operations-Management) exam questions candidates and they easily cracked their dream WGU Operations-Management Certification Exam. You can also trust WGU Operations Management (C215, VDC2) (Operations-Management) exam dumps and start WGU Operations Management (C215, VDC2) (Operations-Management) exam preparation today. WGU Operations Management (C215, VDC2) Sample Questions (Q45-Q50):NEW QUESTION # 45
Which strategy is used by some emergency rooms to overcome customer frustrations about long waiting times?
A. Screen patients and fast-track those with minor ailments
B. See each patient in the order in which they arrived
C. Screen patients and schedule follow-up appointments for those who have the most serious injuries
D. Screen patients and send the last 25 to another facility
Answer: A
Explanation:
Emergency rooms often usescreening and fast-tracking patients with minor ailmentsto reduce perceived and actual waiting times. This strategy is a well-establishedservice operations capacity-management technique.
From an Operations Management perspective, emergency departments facehigh variability in demand and processing times, which leads to congestion and long queues. Treating all patients strictly in arrival order (first-come, first-served) is operationally inefficient because patients require very different levels of care.
Fast-tracking works by:
* Separating low-complexity cases from critical cases
* Allocating dedicated resources to minor treatments
* Reducing bottlenecks at key treatment stages
This approach improvesflow efficiency, patient satisfaction, and throughput without increasing total capacity.
It aligns with queue management principles and the concept ofsegmented service design, where different customer needs are handled through different process paths.
The other options are inferior operationally:
* Scheduling follow-ups for severe cases is clinically unsafe
* Sending patients elsewhere shifts the problem, not solves it
* Strict arrival order ignores service-time variability
Fast-tracking addresses bothoperational efficiencyandperceived service quality, which is particularly critical in high-contact service systems such as healthcare.
NEW QUESTION # 46
What is the third basic element in the just-in-time (JIT) system if the first element is total quality management (TQM) and the second is JIT manufacturing?
A. Respect for people
B. Capacity utilization
C. Simply organized inventory
D. Quality circles
Answer: A
Explanation:
The third foundational element of theJust-In-Time (JIT) systemisrespect for people.
JIT is not merely a production technique; it is asocio-technical systembuilt on:
* Total Quality Management (TQM)
* JIT manufacturing (waste elimination, pull systems)
* Respect for people
Respect for people emphasizes:
* Employee involvement
* Continuous improvement (Kaizen)
* Training and skill development
* Empowerment to stop processes and solve problems
Operations Management recognizes that JIT cannot function without engaged, knowledgeable employees.
Workers are expected to identify problems, suggest improvements, and maintain quality at the source.
The other options are tools or outcomes, not core principles. Respect for people integrates human capability with operational excellence, making JIT sustainable and effective.
NEW QUESTION # 47
Which type of aggregate plan is preferable when a company produces custom or special purpose equipment, one-of-a-kind items, or highly perishable products?
A. A modified sales and operations plan
B. A level aggregate plan
C. A hybrid aggregate plan
D. A chase aggregate plan
Answer: D
Explanation:
Comprehensive and Detailed Explanation (#270 words):
Achase aggregate planis preferable for environments withcustom, one-of-a-kind, special-purpose, or highly perishable outputsbecause production is designed to"chase" (match) demandrather than build inventory.
In a level plan, the firm maintains a constant production rate and uses inventory/backorders to absorb demand fluctuation. That works best when products can be stored economically and demand variability can be buffered. For one-of-a-kind and highly perishable items, inventory is either impossible (custom items) or risky and costly (perishability, obsolescence). Therefore, the operationally sound strategy is to adjust capacity to align output with demand.
This links directly to aggregate planning's purpose: validating whether the system has sufficient capacity to meet expected requests and defining the most appropriate combination of resources. The document also highlights that one aggregate planning mechanism is to"produce reactively (react to demand) - requires flexibility."That is the core logic of a chase strategy.
A chase plan typically uses capacity levers like hiring/layoffs, subcontracting, flexible staffing, and overtime-chosen based on the duration and magnitude of demand changes. It prioritizes responsiveness and minimal inventory, which is essential when holding finished goods is undesirable or infeasible.
NEW QUESTION # 48
What is the measure of how much supply chain is owned or operated by the manufacturer?
A. Horizontal integration
B. Insource integration
C. Vertical integration
D. Outsource integration
Answer: C
Explanation:
Vertical integrationmeasures how much of the supply chain isowned or controlled by the manufacturer.
In Operations and Supply Chain Management, vertical integration refers to the degree to which a firm performs activities upstream (suppliers) or downstream (distribution, retail) rather than relying on external partners. A highly vertically integrated company may own raw material sources, manufacturing plants, distribution centers, and even retail outlets.
Vertical integration affects:
* Cost structure
* Control over quality
* Lead times
* Supply reliability
* Strategic flexibility
The other options are not standard measures:
* Horizontal integration refers to acquiring competitors at the same stage
* "Insource" and "outsource integration" are not formal OM terms
Operations strategy evaluates vertical integration carefully because while it increases control, it also:
* Requires high capital investment
* Reduces flexibility
* Increases managerial complexity
Thus, vertical integration directly quantifies how much of the supply chain the manufacturer owns or operates.
NEW QUESTION # 49
Which factor determines how long it takes a qualified operator to perform a duty of the job requirements under the assumption that the operator is working at a sustainable pace with the proper tools for the process?
A. Standard time
B. Observed time
C. Performance time
D. Normal time
Answer: A
Explanation:
Standard timeis the measure that determines how long it should take a qualified operator to perform a jobat a sustainable pace using proper tools and methods.
In Operations Management and work measurement, standard time represents theallowed timeto complete a task, including:
* Normal time (observed time adjusted for performance rating)
* Allowances for fatigue
* Personal needs
* Unavoidable delays
Standard time is essential for:
* Scheduling work
* Determining labor requirements
* Establishing production standards
* Capacity planning
* Incentive wage systems
The other options represent intermediate concepts:
* Observed timeis the raw measured time
* Normal timeadjusts observed time for performance rating
* Performance timeis not a standard OM term
By incorporating allowances, standard time ensures that expectations arerealistic and sustainable, protecting both productivity and employee well-being. It is a foundational element of work system design and labor planning.
NEW QUESTION # 50
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