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Operations-Management Reliable Test Labs | Operations-Management Hottest Certifi

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Operations-Management Reliable Test Labs | Operations-Management Hottest Certifi

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WGU Operations Management (C215, VDC2) Sample Questions (Q19-Q24):NEW QUESTION # 19
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 hybrid aggregate plan
  • B. A modified sales and operations plan
  • C. A level 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 # 20
Which group of keywords or phrases describes the critical role that marketing plays in the total quality management (TQM) process?
  • A. Enhance competition; understand consumer preferences; maintain communication with operations
  • B. Baseline for managing quality process; investment in preventative costs; budgeting
  • C. Reward employees; motivate staff performance; manage operations planned changes
  • D. Review and recommend product changes; satisfy customer needs; open communication
Answer: A
Explanation:
In Total Quality Management (TQM),marketing plays a critical boundary-spanning rolebetween customers and internal operations. The correct set of keywords-enhance competition; understand consumer preferences; maintain communication with operations-captures this role precisely.
From an Operations Management perspective, marketing is responsible foridentifying customer needs, expectations, and perceptions of quality. These insights become essential inputs for product design, process planning, and continuous improvement initiatives. Without accurate market information, operations risk producing outputs that meet specifications but fail to satisfy customers.
Marketing also enhances competitiveness by:
* Monitoring competitor offerings and quality levels
* Translating customer requirements into measurable quality attributes
* Supporting differentiation strategies based on quality, reliability, and service Equally important isongoing communication with operations. TQM emphasizes cross-functional integration, and marketing ensures that quality is defined externally (by customers) rather than internally (by engineers or managers alone). Feedback from customers-complaints, satisfaction surveys, returns, and warranty data-feeds directly into operational improvement cycles.
The other options fail to capture marketing's core function:
* Budgeting and preventive costs are managerial/financial roles
* Product change reviews are primarily engineering activities
* Employee rewards fall under human resources
Thus, marketing's TQM role is strategic, integrative, and customer-focused, ensuring that quality efforts align with market expectations and competitive realities.

NEW QUESTION # 21
What are two product system differences between the push and pull processes?
Choose 2 answers
  • A. Pull eliminates excessive inventory.
  • B. Push moves the product forward in anticipation for demand.
  • C. Push enhances employee relations.
  • D. Pull develops additional products.
  • E. Push lowers cost due to overproduction.
  • F. Pull initiates quality control.
Answer: A,B
Explanation:
The two correct differences between push and pull systems are:
* Push moves the product forward in anticipation of demand
* Pull eliminates excessive inventory
Push systems rely on forecasts and schedule production in advance, often leading to overproduction and excess inventory if forecasts are inaccurate.
Pull systems, by contrast, produce only what is needed when it is needed, significantly reducing inventory levels and associated costs.
The incorrect options describe misconceptions:
* Overproduction increases cost, not lowers it
* Pull systems do not create additional products
* Employee relations are not defining characteristics
* Quality control exists in both systems
Operations Management favors pull systems in environments where demand variability and cost control are critical, reinforcing lean principles.

NEW QUESTION # 22
How does the status of overall customer satisfaction support supply chain objectives?
  • A. It measures efficiency.
  • B. It measures compliance.
  • C. It measures capacity utilization.
  • D. It measures space requirements.
Answer: A
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Overallcustomer satisfaction measures supply chain efficiency.
Customer satisfaction reflects how well the supply chain performs in:
* On-time delivery
* Order accuracy
* Product availability
* Responsiveness
Efficient supply chains deliver value reliably with minimal waste. High satisfaction signals that processes are synchronized and effective.
The other options measure internal metrics, not end-to-end performance. Operations Management emphasizes customer satisfaction as aleading indicatorof supply chain health and efficiency.

NEW QUESTION # 23
What is the name of the model that has been created to examine the four different supply chain perspectives of reliability, flexibility, expenses, and assets/utilization?
  • A. SCM (Supply Chain Metrics)
  • B. RFEAU (Reliability Flexibility Expenses and Asset Utilization)
  • C. SCOR (Supply Chain Operations Reference)
  • D. SCAM (Supply Chain Accreditation Model)
Answer: C
Explanation:
TheSCOR (Supply Chain Operations Reference) modelevaluates supply chains across four key dimensions:
reliability, responsiveness/flexibility, cost, and asset utilization.
Developed by the Supply Chain Council, SCOR provides:
* Standardized performance metrics
* Best-practice process definitions
* A common supply chain language
Operations Management uses SCOR to benchmark performance, identify gaps, and align supply chain strategy with business objectives.
The other options are not recognized industry models.

NEW QUESTION # 24
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