WGU Operations-Management Dumps - 100% Cover Real Exam Questions (Updated 72 Questions)
Real Operations-Management dumps - Real WGU dumps PDF
NEW QUESTION # 20
Which project life cycle phase focuses on determining whether the proposed project is technically, financially, and operationally viable?
- A. Execution
- B. Planning
- C. Conception
- D. Feasibility analysis
Answer: D
Explanation:
Thefeasibility analysis phaseevaluates whether a proposed project istechnically, financially, and operationally viable.
During feasibility analysis, organizations assess:
* Cost-benefit justification
* Resource availability
* Technical constraints
* Operational impact
* Risk and uncertainty
This phase prevents organizations from committing to projects that:
* Are too costly
* Lack capability support
* Conflict with operational capacity
* Fail to deliver strategic value
Planning and execution only proceed if feasibility criteria are satisfied.
In Operations Management, feasibility analysis is especially critical for projects involving:
* Capacity expansion
* New facilities
* System implementations
* Process redesign
It serves as a decision gate that protects organizational resources and ensures disciplined project selection.
NEW QUESTION # 21
What are two product system differences between the push and pull processes?
Choose 2 answers
- A. Push lowers cost due to overproduction.
- B. Pull initiates quality control.
- C. Pull eliminates excessive inventory.
- D. Push moves the product forward in anticipation for demand.
- E. Pull develops additional products.
- F. Push enhances employee relations.
Answer: C,D
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
A company suddenly finds demand has increased to 140% of its previous capacity. It has been able to hire only a fraction of the employees previously laid off, and a warehouse fire destroyed 80% of its inventory.
Which two options does the company have to rapidly meet the new demand?
Choose 2 answers
- A. Hire and train new full-time employees
- B. Hire temporary workers
- C. Subcontract a portion of production capacity
- D. Build new production facilities
Answer: B,C
Explanation:
When demand rises suddenly to140% of existing capacity, the firm must rely onshort-term, flexible capacity optionsto respond quickly.
The two appropriate options are:
* Hiring temporary workers
* Subcontracting a portion of production capacity
Temporary workers can be deployed rapidly with minimal onboarding time, allowing the firm to increase output without long-term labor commitments. This option is especially effective when the demand surge may be temporary or uncertain.
Subcontracting provides immediate access toexternal capacitywithout requiring capital investment. It allows the firm to meet demand while avoiding the risks associated with permanent expansion.
The other options are not viable in the short term:
* Building new facilities is capital-intensive and slow
* Hiring and training full-time employees requires time and long-term commitment Operations Management distinguishescapacity-based optionsinto short-term (temporary labor, overtime, subcontracting) and long-term (facilities, permanent workforce). In crisis situations, speed and flexibility dominate decision-making.
NEW QUESTION # 23
A manufacturing firm uses warehouses and shippers in their supply chain.
At which stage of the firm's inventory management system would the statement
"percentage of line items shipped on schedule" be used?
- A. Finished goods
- B. Raw materials
- C. Work-in-progress
- D. Sold goods
Answer: A
Explanation:
The performance measure"percentage of line items shipped on schedule"applies tofinished goods inventory.
Finished goods inventory represents completed products ready for shipment to customers. On-time shipment is a critical service-level indicator at this stage because it directly affects:
* Customer satisfaction
* Order fulfillment performance
* Distribution efficiency
Work-in-progress and raw materials inventories are internal to production and do not involve customer shipment commitments. "Sold goods" is not an inventory classification used in Operations Management.
Supply chain metrics for finished goods typically include:
* On-time delivery rate
* Order accuracy
* Fill rate
* Shipment reliability
By tracking shipment performance at the finished goods stage, firms ensure that downstream distribution aligns with customer expectations and supply chain objectives.
NEW QUESTION # 24
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: C
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 # 25
How does inventory management differ for manufacturing organizations compared to service organizations?
- A. Service organizations are concerned with managing idle time due to material and component shortages.
- B. Manufacturing organizations must keep large amounts of product on hand at all times, regardless of demand.
- C. Service organizations must maintain work-in-progress types of inventory.
- D. Manufacturing organizations must maintain tangible inventory.
Answer: D
Explanation:
Manufacturing organizations differ from service organizations because they mustmaintain tangible inventory
.
In manufacturing, inventory includes:
* Raw materials
* Work-in-progress
* Finished goods
These physical items require storage, handling, tracking, and capital investment. Inventory management is therefore a central operational concern in manufacturing.
Service organizations, by contrast, typically do not produce tangible goods. Their primary "inventory" consists of:
* Labor availability
* Time
* Capacity
Idle capacity in services cannot be stored for future use, making demand management more critical than inventory storage.
The incorrect options misrepresent service and manufacturing realities:
* Services do not maintain physical WIP
* Manufacturers do not hold inventory regardless of demand
* Idle time in services is not caused by material shortages
Operations Management highlights inventory as afundamental structural differencebetween manufacturing and service systems.
NEW QUESTION # 26
What helps an organization identify and plan the actions necessary to meet current and future customer demands?
- A. Capacity planning
- B. Production capacity
- C. Software development
- D. Current economic conditions
Answer: A
Explanation:
Capacity planningis the process that helps organizations identify and plan the actions required to meet current and future customer demand.
In Operations Management, capacity planning ensures that an organization has theright amount of resources at the right time. These resources may include labor, equipment, facilities, and technology.
Capacity planning involves:
* Forecasting demand
* Evaluating existing capacity
* Identifying capacity gaps
* Selecting capacity adjustment strategies (e.g., overtime, subcontracting, expansion) Without capacity planning, organizations risk:
* Excess capacity and high costs
* Insufficient capacity and lost sales
* Poor service levels and customer dissatisfaction
Production capacity alone is static, while capacity planning isdynamic and forward-looking. Economic conditions influence demand but do not provide actionable operational plans.
Capacity planning aligns operations strategy with business strategy and supports sustainable growth.
NEW QUESTION # 27
Which design work system minimizes repetitiveness in tasks by assigning employees the role of planning and scheduling?
- A. Job rating
- B. Job enrichment
- C. Job entitlement
- D. Job rotation
Answer: B
Explanation:
Job enrichmentminimizes task repetitiveness byexpanding employee responsibilitiesto include planning, scheduling, decision-making, and problem-solving.
In Operations Management, job enrichment increases thedepth of a job, not just the variety of tasks.
Employees gain greater autonomy and control over their work, reducing monotony and increasing motivation.
Key characteristics of job enrichment include:
* Vertical job loading
* Increased responsibility
* Feedback on performance
* Greater task significance
The other options differ:
* Job rotationincreases task variety but does not add responsibility
* Job entitlementandjob ratingare not work design systems
Job enrichment is especially valuable in repetitive environments such as assembly lines, where adding planning and quality responsibilities improves both morale and performance.
NEW QUESTION # 28
A company manufactures shoes using a quality management system. The company needs to put a process in place to measure any defects. The company would like to measure the number of defects and observe the number of occurrences to isolate the particular defect. Which quality tool should the company use to focus on correcting this particular issue?
- A. Checklist
- B. Scatter diagram
- C. Flowchart
- D. Control chart
Answer: A
Explanation:
Achecklistis the most appropriate quality tool when the objective is tocount defects and track their frequency of occurrence.
Checklists are simple yet powerful tools used tocollect structured data consistently. In this scenario, the shoe manufacturer wants to identify which defects occur most frequently (e.g., stitching errors, sole defects, size mismatches). A checklist allows inspectors to mark each occurrence systematically, enabling later analysis.
Why not the others?
* Scatter diagramsanalyze relationships between variables.
* Control chartsmonitor process stability over time.
* Flowchartsdocument process steps.
In Operations Management, checklists are often thefirst stepin defect analysis. Once data is gathered using a checklist, other tools like Pareto charts or control charts can be applied for deeper analysis.
Checklists support continuous improvement by:
* Ensuring consistency in inspections
* Reducing human error
* Providing factual data for decision-making
* Enabling root-cause analysis
They are especially useful in early-stage quality investigations where the goal isvisibility, not yet process control. By identifying dominant defects, organizations can prioritize corrective actions efficiently.
NEW QUESTION # 29
What is meant by "duration of the change"?
- A. The fiscal impact of the change on the strategic plan
- B. The size of the change needed
- C. The length of time one expects to need the different level of capacity
- D. The percentage of normal operating capacity
Answer: C
Explanation:
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.
NEW QUESTION # 30
A company is experiencing an unusual amount of deliveries that are either late or an incorrect quantity.
Which type of system is used to identify and manage this type of problem?
- A. FMS (flexible manufacturing system)
- B. MRP (material requirements planning)
- C. ERP (enterprise resource planning)
- D. CRP (capacity requirements planning)
Answer: B
Explanation:
Comprehensive and Detailed Explanation (#280 words):
The correct system to identify and manage frequent issues such aslate deliveries or incorrect quantitiesis MRP (Material Requirements Planning)(AnswerD).
MRP is designed to translate demand into detailed plans forwhat materials are needed, in what quantities, and when-and then to time-phased plan purchase and production orders accordingly. The document states that MRP combines detailed demand forecasts and actual requests, translates higher-level forecasts into more detailed requirements, and tracks customer requests. It also emphasizes that the MPS (which sets specific dates) is used to plan material requirements.
When deliveries are late or wrong quantities are shipped, a frequent root cause is that materials were not available when needed, orders were not released correctly, or priorities were mismanaged. MRP directly addresses these by:
* Exploding bills of materials into components
* Time-phasing planned orders
* Coordinating purchasing and production schedules
* Updating plans when demand or system status changes
ERP is broader (enterprise-wide integration), CRP focuses on comparing capacity vs workloads, and FMS is a production technology-not a planning system for material timing and quantities. Because the symptoms described are classic planning/coordination failures in materials and order timing,MRP is the best fit.
NEW QUESTION # 31
Which two statements are true about effective capacity?
Choose 2 answers
- A. An effective capacity is lower than design capacity.
- B. An effective capacity is a permanent measure used to achieve design capacity.
- C. An effective capacity maintains a minimum output rate under normal conditions.
- D. An effective capacity is a temporary measure used to achieve design capacity.
Answer: A,B
Explanation:
Effective capacityrepresents themaximum output a system can realistically achieve under normal operating conditions. It is alwayslower than design capacity, which assumes ideal, uninterrupted conditions.
StatementAis correct because effective capacity accounts for:
* Scheduled maintenance
* Breaks and shift changes
* Setup times
* Normal inefficiencies
StatementBis also correct because effective capacity is considered astable, ongoing measureused for operational planning and performance evaluation. It reflects how a system is designed to operate sustainably over time, not temporarily.
StatementCis incorrect because effective capacity is not a short-term or temporary measure; it is used consistently for planning, scheduling, and forecasting.
StatementDis incorrect because effective capacity does not define aminimumoutput level-it defines a realistic maximumunder expected conditions.
In Operations Management, effective capacity is essential for:
* Capacity utilization calculations
* Aggregate planning
* Location and facility decisions
* Bottleneck analysis
By distinguishing between design and effective capacity, managers avoid unrealistic expectations and plan resources more accurately, reducing congestion, overtime, and quality problems.
NEW QUESTION # 32
Which formula would compute process velocity?
- A. Throughput time / value-added time
- B. Actual output / standard output
- C. Output / input
- D. Time a resource is used / time a resource is available
Answer: A
Explanation:
Process velocityis computed using the ratio:
Process Velocity = Throughput Time / Value-Added Time
This metric measures how efficiently time is used within a process. A high ratio indicates excessivenon- value-added time, such as waiting, moving, or rework.
Operations Management focuses on reducing throughput time while maximizing value-added activities.
Process velocity highlights inefficiencies that are often invisible in traditional productivity measures.
The other formulas measure different concepts:
* Resource utilization (A)
* Performance efficiency (B)
* Productivity (D)
A low process velocity (closer to 1) indicates a lean, efficient process, while high values suggest opportunities for improvement.
NEW QUESTION # 33
Which capacity planning measurement tells how much capacity a company is using?
- A. Capacity utilization
- B. Capacity focus
- C. Effective capacity
- D. Design capacity
Answer: A
Explanation:
Comprehensive and Detailed Explanation (#250 words):
Capacity utilizationmeasures how much of a company's available capacity is actually being used.
It is calculated as:
Capacity Utilization = Actual Output / Design or Effective Capacity
In Operations Management, capacity utilization provides insight into:
* Operational efficiency
* Resource usage
* Potential bottlenecks or underutilization
High utilization may indicate efficiency but can also lead to congestion, fatigue, and quality problems. Low utilization suggests excess capacity and higher unit costs.
The other terms describe different concepts:
* Design capacityis the maximum theoretical output
* Effective capacityaccounts for normal disruptions
* Capacity focusrefers to strategic specialization
Capacity utilization helps managers balance efficiency with flexibility, making it a core performance metric in both manufacturing and service operations.
NEW QUESTION # 34
A company decides and makes plans to enter into a new market.
Which project life cycle phase does this strategy directly relate to?
- A. Execution
- B. Planning
- C. Conception
- D. Feasibility analysis
Answer: C
Explanation:
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.
NEW QUESTION # 35
......
Realistic TrainingDumps Operations-Management Dumps PDF - 100% Passing Guarantee: https://www.trainingdumps.com/Operations-Management_exam-valid-dumps.html
Free WGU Operations-Management Exam Questions and Answer: https://drive.google.com/open?id=1Hji1fRO44RUncKBlgghhrcMytcV8dk4e
