...Grading Summary These are the automatically computed results of your exam. Grades for essay questions, and comments from your instructor, are in the "Details" section below. | Date Taken: | 4/9/2013 | Time Spent: | 1 h , 22 min , 57 secs | Points Received: | 54 / 60 (90%) | | Question Type: | # Of Questions: | # Correct: | Multiple Choice | 10 | 7 | Matching | 1 | 1 | Short | 6 | N/A | | | Grade Details - All Questions | Page: | 1 2 | 1. | Question : | (TCO 3) Which one of the following is not a JIT Quality tactic? | | | Student Answer: | | use of statistical process control | | | | empowered employees | | | | fail safe methods | | | | provide immediate feedback | | | | use large lot sizes | | Instructor Explanation: | Chapter 16, Page 635 | | | | Points Received: | 2 of 2 | | Comments: | | | | 2. | Question : | (TCO 3) Manufacturing cycle time is best defined as the: | | | Student Answer: | | time between arrival of raw materials and the shipping of finished products | | | | time it takes a unit to move from one workstation to the next | | | | time between the start of one unit and the start of the next unit | | | | time from raw materials shipment to finished product exit | | Instructor Explanation: | Chapter 16, Page 624 | | | | Points Received: | 2 of 2 | | Comments: | | | | 3. | Question : | (TCO 3) Reduction...
Words: 1639 - Pages: 7
...Exam Name___________________________________ MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question. 1) Which of the following would NOT generally be a motive for a firm to hold inventories? 1) _____ A) to minimize holding costs B) to take advantage of quantity discounts C) to decouple various parts of the production process D) to hedge against inflation E) to provide a selection of goods for anticipated customer demand and to separate the firm from fluctuations in that demand 2) Which of the following is NOT one of the four main types of inventory? A) work-in-process inventory B) finished-goods inventory C) raw material inventory D) safety stock inventory E) maintenance/repair/operating supply inventory 3) Which of the following is a function of inventory? A) to take advantage of quantity discounts B) to hedge against inflation C) to decouple various parts of the production process D) to provide a selection of goods for anticipated customer demand and to separate the firm from fluctuations in that demand E) All of the above are functions of inventory. 4) Which of the following statements about ABC analysis is FALSE? A) In ABC analysis, forecasting methods for "C" items may be less sophisticated than for "A" items. B) Criteria other than annual dollar volume, such as high holding cost or delivery problems, can determine item classification in ABC analysis. C) ABC analysis is based on the presumption that controlling the few most important...
Words: 2320 - Pages: 10
...Chapter 13 Aggregate Planning True / False Questions 1. Aggregate planning is intermediate-range capacity planning that typically covers a time horizon of one to three months. FALSE Difficulty: Medium TLO: 1 Taxonomy: Knowledge 2. The goal of aggregate planning is to achieve a production plan that attempts to balance the organization's resources and meet expected demand. TRUE Difficulty: Easy TLO: 1 Taxonomy: Knowledge 3. Aggregate planners are concerned with the quality and quantity of expected demand. FALSE Difficulty: Easy TLO: 1 Taxonomy: Knowledge 4. Aggregate planning is used to establish general levels of employment, output, and inventories over an intermediate-range of time. TRUE Difficulty: Easy TLO: 1 Taxonomy: Knowledge 5. The assignment of work to specific machines and people are examples of aggregate planning. FALSE Difficulty: Medium TLO: 1 Taxonomy: Knowledge 6. The output from aggregate planning is a detailed business plan covering the next 2 to 12 months. FALSE Difficulty: Easy TLO: 1 Taxonomy: Knowledge 7. Demand can be altered in aggregate planning by promotion and producing additional product using overtime. FALSE Difficulty: Hard TLO: 2 Taxonomy: Knowledge 8. Capacity can be modified in aggregate planning by promotion and producing additional product using overtime. FALSE Difficulty: Hard TLO: 2 Taxonomy: Knowledge 9. Organizations...
Words: 2798 - Pages: 12
...decisions) * organization of production has been determined Production system * collection of material, labour, capital, and knowledge that goes into manufacture of a product * how the collection of components is put together in a specific situation defines a particular system Taxonomy of Production Systems * by different criteria and meaningful analysis applied * by production flow characteristics Production processes can be either continuous or discrete (or one at a time fashion). Three Major Building Blocks in a Production System 1. Machine Technology Base (or the Tools for Production) * Sets boundaries on the processes that can be employed in converting inputs to finished products * Long term planning decisions * Major component of productivity improvement 2. Organization * Product layout * Organizes people and machines that is satisfactory for the production of a single product * Sequential operations * Flow line organization of a production * Process layout * According to the manufacturing process involved in the production of products * Machinery is grouped based on common purposes * When there are a large number of different products using the same machinery but not necessarily in the same order * Job shop * A plant manufacturing a variety of items with different machinery requirements and routings using a process layout ...
Words: 2454 - Pages: 10
...choose to build capacity in anticipation of demand or in response to developing demand. Cite advantages and disadvantages of both approaches. Production is considered as a process of adding value to final product. Describe processes that contribute to addition to final product. What is production planning and control? What are the steps involved in PPC? Write short notes on : (Any Three) a. Advantages of process layout. b. Mass and Batch Processing 5. c. EOQ d. Aggregate production planning Organization may be viewed as systems. The system view is important to operations managers since: (a) The production /operation system is a part of firm or organization and (b) Within production/ operations function there are sub-systems. Explain. Time 30 Min M. Marks 15 Attempt only three questions- Question No. 4 is compulsory MBA- II- Sem Production management 1. Management may choose to build capacity in anticipation of demand or in response to developing demand. Cite advantages and disadvantages of both approaches. 2. Production is considered as a process of adding value to final product. Describe processes that contribute to addition to final product. 3. What is production planning and control? What are the steps involved in PPC? 4. Write short notes on : (Any Three) A. B. Advantages of process layout. Mass and Batch Processing C. EOQ D. Aggregate production planning 5. Organization may be viewed as systems. The system view is important to operations managers...
Words: 285 - Pages: 2
...the company follows which we can call the production strategy. There are several production strategies used worldwide by companies, and these have all different impact on inventory and the time it takes for a consumer to have the product on its hand. In order for a company to understand what type of production and manufacturing method will work best for their firm, they need to use aggregate planning. “Aggregate planning is the process of developing, analyzing, and maintaining a preliminary, approximate schedule of the overall operations of an organization. The aggregate plan generally contains targeted sales forecasts, production levels, inventory levels, and customer backlogs” Inman. 2004. Aggregate Planning focuses on creating a cost effective balance between capacity of production and demand trough Level strategy and Chase Strategy. For this paper we will focus on Chase Strategy. Chase Strategy This strategy aims to match demand and capacity by producing the amount of goods that are demanded or ordered by the customer. This strategy has both advantages and disadvantages which are: Advantages * It allows inventory to be held to the lowest possible levels, resulting in savings on all inventory related cost like: storage cost, cost of capital, insurance, taxes, warehousing, depreciation, insurance, obsolescence and shrinkage. * The utilization of workers and resources is high because the amount of workers is the amount needed. Disadvantages * Matching demand...
Words: 798 - Pages: 4
...QDC1 STUDY QUESTIONS Quality Management: Ch. 9, 10, Operations Management; Ch. 2, 3, 5, 7, Quality and Performance Excellence Click for Skillsoft Module: The Who, What and Why of ISO 9000:2000 Click for Skillsoft Module: Six Sigma: Reducing Variation to Improve Quality 1. List the types of graphical charts used in operations management. 2. Which two charts are important in statistical process control (SPC)? 3. Describe the uses of functional flowcharts. 4. Describe the uses of histograms. 5. Describe the uses of run charts. 6. Describe the uses of control charts. How can this be used to determine if a process is acceptable or unacceptable? 7. Discuss some obstacles management faces when implementing quality and incorporating improvements into daily operations. 8. Discuss two methodologies of process improvement. Deming Cycle and Six Sigma. 9. What are some of the costs associated with quality? 10. What is the point at which costs associated with improvement are no longer warranted? 11. What is the costs of customer dissatisfaction? 12. List some of the losses resulting from process variation. 13. Describe the role of the International Organization for Standards (ISO). 14. Describe the practices employed by the International Organization for Standards (ISO). 15. List the steps to receive quality certification through the International Organization for Standards (ISO). 16. List the key elements of total quality management (TQM). 17. What are some of the...
Words: 870 - Pages: 4
...CHAPTER 13 AGGREGATE PLANNING The planning Process [pic] Aggregate Planning • Combines appropriate resources into general terms • Part of a larger production planning system • Disaggregation breaks the plan down into greater detail • Disaggregation results in a master production schedule Aggregate planning Strategies 1. Use inventories to absorb changes in demand 2. Accommodate changes by varying workforce size 3. Use part-timers, overtime, or idle time to absorb changes 4. Use subcontractors and maintain a stable workforce 5. Change prices or other factors to influence demand Capacity Options • Changing inventory levels o Increase inventory in low demand periods to meet high demand in the future o Increases costs associated with storage, insurance, handling, obsolescence, and capital investment 15% to 40% o Shortages can mean lost sales due to long lead times and poor customer service • Varying workforce size by hiring or layoffs o Match production rate to demand o Training and separation costs for hiring and laying off workers o New workers may have lower productivity o Laying off workers may lower morale and productivity • Varying production rate through overtime or idle time o Allows constant workforce o May be difficult to meet large increases in demand o Overtime can be costly and may drive down productivity o Absorbing idle time may be difficult ...
Words: 742 - Pages: 3
...CHAPTER 13 AGGREGATE PLANNING The planning Process [pic] Aggregate Planning • Combines appropriate resources into general terms • Part of a larger production planning system • Disaggregation breaks the plan down into greater detail • Disaggregation results in a master production schedule Aggregate planning Strategies 1. Use inventories to absorb changes in demand 2. Accommodate changes by varying workforce size 3. Use part-timers, overtime, or idle time to absorb changes 4. Use subcontractors and maintain a stable workforce 5. Change prices or other factors to influence demand Capacity Options • Changing inventory levels o Increase inventory in low demand periods to meet high demand in the future o Increases costs associated with storage, insurance, handling, obsolescence, and capital investment 15% to 40% o Shortages can mean lost sales due to long lead times and poor customer service • Varying workforce size by hiring or layoffs o Match production rate to demand o Training and separation costs for hiring and laying off workers o New workers may have lower productivity o Laying off workers may lower morale and productivity • Varying production rate through overtime or idle time o Allows constant workforce o May be difficult to meet large increases in demand o Overtime can be costly and may drive down productivity o Absorbing idle time may be difficult ...
Words: 742 - Pages: 3
...330 Week 7 DQ, GSCM330 all Week Discussions DeVry. • DESCRIPTION GSCM 330 ALL WEEK DISCUSSIONS DEVRY GSCM330 Week 1 Discussion Master Planning (graded) How does master planning affect the overall organization? Why is this a necessary part of the overall management process of an organization? Planning Horizons (graded) What are time horizons as used in the corporate planning process? How do these horizons affect our forecasting processes? Let’s first consider time horizons as used in the corporate planning process. What are these horizons and how do they affect our forecasting processes? GSCM330 Week 2 Discussion Which forecast error measuring tool is the best? (graded) Of the four error tracking tools we have learned about in our assigned textbook reading (MAD, MSE, MAPE and seasonality), which method provides the best way to track forecast error? Give examples. Is it possible to forecast seasonal products without removing the seasonal variations? (graded) We calculate a seasonal index in order to remove the seasonal component before creating a forecast. Is it possible to remove this step and create a forecast with the seasonal variation still in place? Why or why not? Explain. Whether it is possible to just leave the seasonal variation that may exist in our historical data in place when developing a forecast? What are advantages and...
Words: 849 - Pages: 4
...AGGREGATE PLANNING I. Introduction A. Intermediate Planning B. The Concept of Aggregation II. The Purpose and Scope of Aggregate Planning A. Demand and Capacity B. Inputs of Aggregate Planning C. Demand and Capacity Options AGGREGATE PLANNING III. Basic Strategies for Meeting Uneven Demand IV. Techniques for Aggregate Planning A. Informal Techniques B. Mathematical Techniques V. Aggregate Planning in Services VI. Disaggregating the Aggregate Plan VII. Master Scheduling A. Inputs B. Outputs C. Stabilizing the Master Schedule AGGREGATE PLANNING DEFINITION: • Aggregate planning is intermediate-range capacity planning that typically covers a time horizon of 2 to 12 months. • It deals with translating annual business and marketing plans into a production plan for all products. • It is particularly useful for organizations that experience seasonal or other fluctuations in demand or capacity. GOAL: The goal of aggregate planning is to achieve a production plan that will effectively utilize the organization’s resources to satisfy expected demand. 3 LEVELS WHICH ORGANIZATIONS MAKE CAPACITY DECISIONS: 1. Long-term decisions - relate to product and service selection, facility size and location, equipment decisions, and layout of facilities. 2. Intermediate decisions - relate to general levels of employment, output and inventories, which in turn define the boundaries within which short-range capacity decisions must be made. 3. Short-term decisions - consists...
Words: 2428 - Pages: 10
...Class 08 – Planning & Control BUFW M570-01W: Operations and Supply Chain Management Planning & Control: Chapter 19 – Sales & Operations Planning Chapter 20 – Inventory M anagement Learning Objectives Understand what sales and operations planning is and how it coordinates manufacturing, logistics, service, and marketing plans. Construct and evaluate aggregate plans that employ different strategies for meeting demand. Explain yield management and why it is an important strategy. Joseph Khamalah, Ph.D. 2 What Is Sales and Operations Planning? Sales and operations planning is a process that helps firms provide better customer service, lower inventory, shorten customer lead times, stabilize production rates, and give top management a handle on the business. The process consists of a series of meetings, finishing with a high-level meeting where key intermediate-term decisions are made. This must occur at an aggregate level and also at the detailed individual product level. – Major Sales & Operations Planning Activities Aggregate means at the level of major groups of products. 3 4 Sales & Operations Planning Activities – Overview Sales and operations planning was coined by companies to refer to aggregate planning. Types of Planning Long-range planning • Planning focusing on a horizon greater than 1 year, usually performed annually Intermediate-range planning • Planning focusing on a period from 3 to 18 months, time increments are weekly, monthly,...
Words: 1187 - Pages: 5
... | Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. Ontario Learning Center Course Description This course applies planning and controlling concepts to increase the value of the supply chain. Students learn to evaluate and improve processes. Other topics include process selection, process design, and theory of constraints, project implementation, capacity planning, lean production, facility location, and business forecasting. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for competitive advantage (11th ed.). New York, NY: McGraw Hill/Irwin. All electronic materials are available on the student website. |Week One: Process Selection and Design...
Words: 2084 - Pages: 9
...QDC1 Study Questions Quality Management: Ch. 9-10, Operations Management Click for Skillsoft Module: The Who, What and Why of ISO 9000:2000 Click for Skillsoft Module: Six Sigma: Reducing Variation to Improve Quality List the types of graphical charts used in operations management. Flowchart, Check Sheet, Histogram, Pareto Chart, scatter diagrams, control charts, run charts, cause and effect diagrams Which charts are important in statistical process control (SPC)? Control Charts Describe the uses of functional flowcharts. Diagrams show steps in a process Describe the uses of histograms. Empirical Frequency distribution; shows the frequency of an occurrence of a variable Describe the uses of run charts. Used to track results over a period of time Describe the uses of control charts. used to track results over time Describe the issues management faces when implementing quality and incorporating improvements into daily operations. Lack of companywide definition of quality, lack of a strategic plan, lack of customer focus, poor intra-organizational communication, lack of employee empowerment, view of quality being a quick fix, emphasis on short-term financial results, inordinate presence of internal politics, lack of strong motivation, lack of of time devoted to quality initiatives, Lack of leadership Identify procedures that lead to process improvement. customer satisfaction, achieving higher quality, reducing waste, reducing cost, increasing productivity...
Words: 3291 - Pages: 14
...JMJ Marist Brothers Notre Dame of Marbel University GRADUATE SCHOOL City of Koronadal, South Cotabato ASSIGNMENT NO. 2 Submitted to RAYMUND PAUL BLANCO, MBA By ROXANNE MAE D. MAPA MBA-1 In Partial Fulfilment of the Requirements in Production and Operations Management (POM) May 2014 2. Explain the different concepts of Job Design. Upon understanding the very core of the concept of Job Design, one can take very different perspectives on every task. For example, an experienced worker would look at job design in a very different way to a fresh graduate. It is not that any of these perspectives are ‘wrong’ as such. Rather that they emphasise different aspects of job design. The reality of job design is that most of the perspectives presented in this chapter will have to be used. More often, job design is the systematic and purposeful allocation of tasks to individuals and groups within an organization. One concept is Taylorism, which stresses standardization of tasks, and properly training workers to administer the tasks for which they are responsible. Second is Socio-Technical Systems Approach, a theory that maps the evolution from individual work to work-groups. The organization itself is structured to encourage group autonomy and productivity. Third concept is the Core Characteristics Model which connects job characteristics to the psychological states that the worker brings to the job. It emphasizes designing jobs such that they lead to desired...
Words: 855 - Pages: 4
