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C215 OPERATIONS MANAGEMENT (WGU) EXAM
QUESTIONS AND CORRECT DETAILED ANSWERS LATEST
UPDATE THIS YEAR
EXAM COVERAGE — C215 OPERATIONS MANAGEMENT (WGU)
The C215 Operations Management objective assessment focuses on the design, operation, and
improvement of systems that create and deliver a company's primary products and services.
Key content areas include:
Operations Strategy & Competitiveness — Productivity (single-factor and multifactor),
competitiveness, strategic alignment, operations strategy in service and manufacturing
organizations, and the role of the operations manager .
Forecasting — Qualitative methods (Jury of executive opinion, Delphi method, sales
force composite, market survey) and quantitative methods (time series: moving
averages, exponential smoothing, trend-adjusted smoothing, linear regression).
Accuracy measures (MAD, MSE, MAPE), tracking signals, and seasonal relatives .
Process Design & Analysis — Process types (job shop, batch, repetitive, continuous),
process flowcharts, process maps, service blueprinting, value stream mapping, and
process capacity analysis (bottleneck identification, throughput time, cycle time,
utilization, efficiency) .
Quality Management — Total Quality Management (TQM) and continuous improvement
concepts (PDCA). Quality tools: cause-and-effect diagram (Ishikawa), Pareto analysis,
check sheets, control charts (p-chart, c-chart, X-bar and R-chart), histograms, scatter
diagrams, flowcharts.
Statistical Process Control (SPC) — Control charts for variables (X-bar and R-charts) and
attributes (p-chart for proportion defective, c-chart for defects). Natural vs. assignable
variation, central limit theorem, process capability (Cp, Cpk), and Six Sigma methodology
.
Lean Operations & JIT — Seven wastes (muda: overproduction, waiting, transportation,
processing, inventory, motion, defects), 5S (sort, set in order, shine, standardize,
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sustain), Kanban (pull system), JIT, Kaizen, value stream mapping, cellular manufacturing,
and total productive maintenance (TPM) .
Supply Chain Management (SCM) — Supply chain strategy (supplier partnerships,
distribution, logistics), procurement, supplier selection (evaluating quality, delivery,
price), supply chain risks, bullwhip effect, vendor-managed inventory (VMI), and global
supply chain considerations .
Inventory Management — Types of inventory (raw materials, work-in-process (WIP),
finished goods, MRO), ABC classification, Economic Order Quantity (EOQ), reorder point
(ROP), safety stock, cycle counting, and inventory turnover .
Project Management — Work breakdown structure (WBS), Gantt charts, PERT/CPM
networks, critical path determination, slack time calculation, crashing projects, and risk
management .
Resource & Capacity Planning — Capacity planning (design capacity, effective capacity,
actual output, utilization, efficiency), bottleneck analysis, Theory of Constraints (TOC),
and balancing assembly lines .
C215 OPERATIONS MANAGEMENT — 200 RANDOMIZED SCENARIO-BASED MCQS
1. A manufacturing company produces 10,000 units using 500 labor hours
and 200,000ofmaterials.Whatisthemultifactorproductivityusinglaborandmaterialsasinputs?A)20
unitsperlabor−hourB)0.05unitsperdollarC)0.04unitsperdollarD)50unitsperdollar∗∗Answer:C∗∗∗R
ATIONALE:Multifactorproductivity=Output/(Laborcost+Materialcost).Laborcost=500hours×200,0
00ofmaterials.Whatisthemultifactorproductivityusinglaborandmaterialsasinputs?A)20unitsperla
bor−hourB)0.05unitsperdollarC)0.04unitsperdollarD)50unitsperdollar∗∗Answer:C∗∗∗RATIONALE:
Multifactorproductivity=Output/(Laborcost+Materialcost).Laborcost=500hours×20 (assumed) →
but without hourly wage, the calculation is units per total cost.
Assuming 20/hrlabor:20/hrlabor:10,000 + 200,000=200,000=210,000. 10,000 / $210,000 =
0.0476 units per dollar ≈ 0.04.*
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2. Which of the following is a qualitative forecasting method that uses a panel of experts who
respond to questionnaires in multiple rounds, with feedback provided between rounds to build
consensus?
A) Jury of executive opinion
B) Sales force composite
C) Delphi method
D) Market survey
Answer: C
RATIONALE: The Delphi method uses multiple rounds of questionnaires with anonymous expert
input and feedback to achieve convergence of opinion, avoiding dominance by any single expert.
3. A company computes a 3-month moving average forecast for sales. If actual sales for the past
3 months were 100, 110, and 120 units, what is the forecast for next month?
A) 100 units
B) 110 units
C) 120 units
D) 130 units
Answer: B
*RATIONALE: 3-month moving average = (100 + 110 + 120)/3 = 330/3 = 110 units.*
4. An operations manager notices that a process produces defects that are charted on a control
chart. Which type of control chart should be used to monitor the number of defects per unit
when the sample size is constant?
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A) p-chart
B) np-chart
C) c-chart
D) X-bar chart
Answer: C
RATIONALE: A c-chart is used to monitor the count of defects per unit when the sample size is
constant. A p-chart monitors proportion defective.
5. A bottleneck in a production process is defined as:
A) The fastest operation in the process
B) The operation with the highest utilization
C) The operation that limits the throughput of the entire process
D) The first operation in the process
Answer: C
RATIONALE: A bottleneck is any resource whose capacity is less than the demand placed on it,
thereby limiting the throughput (output) of the entire process.
6. Which of the following is NOT one of the seven wastes (muda) in Lean operations?
A) Overproduction
B) Waiting
C) Inventory
D) Outsourcing
Answer: D
C215 OPERATIONS MANAGEMENT (WGU) EXAM
QUESTIONS AND CORRECT DETAILED ANSWERS LATEST
UPDATE THIS YEAR
EXAM COVERAGE — C215 OPERATIONS MANAGEMENT (WGU)
The C215 Operations Management objective assessment focuses on the design, operation, and
improvement of systems that create and deliver a company's primary products and services.
Key content areas include:
Operations Strategy & Competitiveness — Productivity (single-factor and multifactor),
competitiveness, strategic alignment, operations strategy in service and manufacturing
organizations, and the role of the operations manager .
Forecasting — Qualitative methods (Jury of executive opinion, Delphi method, sales
force composite, market survey) and quantitative methods (time series: moving
averages, exponential smoothing, trend-adjusted smoothing, linear regression).
Accuracy measures (MAD, MSE, MAPE), tracking signals, and seasonal relatives .
Process Design & Analysis — Process types (job shop, batch, repetitive, continuous),
process flowcharts, process maps, service blueprinting, value stream mapping, and
process capacity analysis (bottleneck identification, throughput time, cycle time,
utilization, efficiency) .
Quality Management — Total Quality Management (TQM) and continuous improvement
concepts (PDCA). Quality tools: cause-and-effect diagram (Ishikawa), Pareto analysis,
check sheets, control charts (p-chart, c-chart, X-bar and R-chart), histograms, scatter
diagrams, flowcharts.
Statistical Process Control (SPC) — Control charts for variables (X-bar and R-charts) and
attributes (p-chart for proportion defective, c-chart for defects). Natural vs. assignable
variation, central limit theorem, process capability (Cp, Cpk), and Six Sigma methodology
.
Lean Operations & JIT — Seven wastes (muda: overproduction, waiting, transportation,
processing, inventory, motion, defects), 5S (sort, set in order, shine, standardize,
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sustain), Kanban (pull system), JIT, Kaizen, value stream mapping, cellular manufacturing,
and total productive maintenance (TPM) .
Supply Chain Management (SCM) — Supply chain strategy (supplier partnerships,
distribution, logistics), procurement, supplier selection (evaluating quality, delivery,
price), supply chain risks, bullwhip effect, vendor-managed inventory (VMI), and global
supply chain considerations .
Inventory Management — Types of inventory (raw materials, work-in-process (WIP),
finished goods, MRO), ABC classification, Economic Order Quantity (EOQ), reorder point
(ROP), safety stock, cycle counting, and inventory turnover .
Project Management — Work breakdown structure (WBS), Gantt charts, PERT/CPM
networks, critical path determination, slack time calculation, crashing projects, and risk
management .
Resource & Capacity Planning — Capacity planning (design capacity, effective capacity,
actual output, utilization, efficiency), bottleneck analysis, Theory of Constraints (TOC),
and balancing assembly lines .
C215 OPERATIONS MANAGEMENT — 200 RANDOMIZED SCENARIO-BASED MCQS
1. A manufacturing company produces 10,000 units using 500 labor hours
and 200,000ofmaterials.Whatisthemultifactorproductivityusinglaborandmaterialsasinputs?A)20
unitsperlabor−hourB)0.05unitsperdollarC)0.04unitsperdollarD)50unitsperdollar∗∗Answer:C∗∗∗R
ATIONALE:Multifactorproductivity=Output/(Laborcost+Materialcost).Laborcost=500hours×200,0
00ofmaterials.Whatisthemultifactorproductivityusinglaborandmaterialsasinputs?A)20unitsperla
bor−hourB)0.05unitsperdollarC)0.04unitsperdollarD)50unitsperdollar∗∗Answer:C∗∗∗RATIONALE:
Multifactorproductivity=Output/(Laborcost+Materialcost).Laborcost=500hours×20 (assumed) →
but without hourly wage, the calculation is units per total cost.
Assuming 20/hrlabor:20/hrlabor:10,000 + 200,000=200,000=210,000. 10,000 / $210,000 =
0.0476 units per dollar ≈ 0.04.*
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2. Which of the following is a qualitative forecasting method that uses a panel of experts who
respond to questionnaires in multiple rounds, with feedback provided between rounds to build
consensus?
A) Jury of executive opinion
B) Sales force composite
C) Delphi method
D) Market survey
Answer: C
RATIONALE: The Delphi method uses multiple rounds of questionnaires with anonymous expert
input and feedback to achieve convergence of opinion, avoiding dominance by any single expert.
3. A company computes a 3-month moving average forecast for sales. If actual sales for the past
3 months were 100, 110, and 120 units, what is the forecast for next month?
A) 100 units
B) 110 units
C) 120 units
D) 130 units
Answer: B
*RATIONALE: 3-month moving average = (100 + 110 + 120)/3 = 330/3 = 110 units.*
4. An operations manager notices that a process produces defects that are charted on a control
chart. Which type of control chart should be used to monitor the number of defects per unit
when the sample size is constant?
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A) p-chart
B) np-chart
C) c-chart
D) X-bar chart
Answer: C
RATIONALE: A c-chart is used to monitor the count of defects per unit when the sample size is
constant. A p-chart monitors proportion defective.
5. A bottleneck in a production process is defined as:
A) The fastest operation in the process
B) The operation with the highest utilization
C) The operation that limits the throughput of the entire process
D) The first operation in the process
Answer: C
RATIONALE: A bottleneck is any resource whose capacity is less than the demand placed on it,
thereby limiting the throughput (output) of the entire process.
6. Which of the following is NOT one of the seven wastes (muda) in Lean operations?
A) Overproduction
B) Waiting
C) Inventory
D) Outsourcing
Answer: D
