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[Hardware] Use Valid WGU Operations-Management Dumps PDF And Overcome Your Fear Of Taking E

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【Hardware】 Use Valid WGU Operations-Management Dumps PDF And Overcome Your Fear Of Taking E

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That's why TestValid offers actual WGU Operations Management (C215, VDC2) (Operations-Management) exam questions to help candidates pass the exam and save their resources. The WGU Operations-Management Exam Questions provided by TestValid is of the highest quality, and it enables participants to pass the exam on their first try.
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WGU Operations Management (C215, VDC2) Sample Questions (Q56-Q61):NEW QUESTION # 56
What is the common theme in total quality management (TQM) across all functions in an organization?
  • A. To reward people rather than teams
  • B. To satisfy customer needs
  • C. To ensure profit from product changes
  • D. To enhance management software
Answer: B
Explanation:
The unifying and central theme of Total Quality Management (TQM) across all organizational functions isto satisfy customer needs.
TQM is built on the premise thatquality is defined by the customer, not by internal standards alone. Every function-marketing, operations, finance, human resources, procurement, and logistics-contributes directly or indirectly to customer satisfaction.
In Operations Management, this philosophy translates into:
* Designing processes that consistently meet customer requirements
* Reducing variability and defects that impact customer experience
* Aligning internal performance metrics with external satisfaction measures Customer satisfaction goes beyond product features. It includes:
* Reliability
* Timeliness
* Service responsiveness
* Ease of use
* Perceived value
Options such as management software, individual rewards, or profit from changes aresecondary outcomes, not the core objective. Profitability is achievedbecausecustomer needs are met consistently, not as a substitute goal.
TQM frameworks such as Deming's philosophy, ISO standards, and Six Sigma all reinforce customer focus as the guiding principle. Continuous improvement efforts are justified and prioritized based on their impact on customer satisfaction.
Therefore, satisfying customer needs serves as thestrategic anchorthat aligns all functions, drives collaboration, and sustains long-term organizational success.

NEW QUESTION # 57
Which term means to schedule a job that starts immediately, regardless of the due date?
  • A. Finite loading
  • B. Forward scheduling
  • C. Backward scheduling
  • D. Infinite loading
Answer: B
Explanation:
Forward schedulingmeans scheduling workas soon as resources are available, regardless of the job's due date.
In Operations Management:
* Forward scheduling starts at the current time
* Jobs are scheduled sequentially into the future
* Completion dates are determined after scheduling
This method is commonly used when:
* Capacity utilization is the priority
* Due dates are flexible
* Make-to-stock environments exist
In contrast:
* Backward schedulingstarts from the due date and works backward
* Finite loadingrespects capacity limits
* Infinite loadingignores capacity constraints
Forward scheduling ensures continuous resource use but may result in early job completion and higher inventory levels.

NEW QUESTION # 58
The annual cost of goods sold for a company is $8,400,000 and the average inventory is $1,200,000.
What is the number of weeks of supply?
  • A. 0
  • B. 1
  • C. 2
  • D. 3
  • E. 4
Answer: D
Explanation:
Weeks of supplymeasures how long inventory will last based on average usage. It is calculated using the formula:
Weeks of Supply = (Average Inventory / Annual Cost of Goods Sold) × 52
Substituting the given values:
Weeks of Supply = (1,200,000 / 8,400,000) × 52
Weeks of Supply = 0.142857 × 52
Weeks of Supply #7.43 weeks
When rounded to the nearest whole number, the answer is7 weeks.
In Operations and Supply Chain Management, weeks of supply is a key inventory performance metric because it:
* Indicates inventory efficiency
* Helps balance service levels and holding costs
* Supports cash flow management
* Enables comparison across products or firms
Too many weeks of supply signal excess inventory and high holding costs, while too few weeks increase the risk of stockouts and service failures.
Managers use this metric alongside inventory turnover to evaluate how effectively inventory supports demand while minimizing waste.

NEW QUESTION # 59
What do assignable causes of variation indicate?
  • A. Equipment was found to be out of control.
  • B. Human resources found an operator was at fault.
  • C. A computer virus was found in the system.
  • D. Out-of-control signals were found in the process.
Answer: D
Explanation:
Assignable causes of variation indicate thatout-of-control signals were found in the process.
In Statistical Process Control (SPC), variation is classified into:
* Common causes(natural, inherent to the process)
* Assignable causes(specific, identifiable, and correctable)
Assignable causes signal that something unusual has occurred, such as equipment malfunction, incorrect material, improper setup, or procedural deviation. These causes result inprocess instabilityand are detected using control charts when data points fall outside control limits or exhibit non-random patterns.
Importantly, assignable causes donot automatically blame individuals. TQM philosophy stresses that most quality problems are systemic, and the goal is toidentify root causes, not assign fault.
The other options are either overly specific or misleading:
* A computer virus is not a standard quality interpretation
* Operator fault may or may not be the cause
* Equipment issues are one possible assignable cause, not the definition Recognizing assignable causes allows organizations to takecorrective action, restore process stability, and prevent recurrence-key objectives of quality control.

NEW QUESTION # 60
How do just-in-time (JIT) and lean systems add value?
  • A. By increasing simplicity
  • B. By enhancing responsibility
  • C. By reducing waste
  • D. By improving lighting
Answer: C
Explanation:
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.

NEW QUESTION # 61
......
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