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| Section | Weight | Objectives |
|---|---|---|
| Module 4: Detailed Schedules | 14% | - Master Production Scheduling (MPS)
|
| Module 1: Supply Chains and Strategy | 26% | - Supply Chain Strategy
|
| Module 5: Distribution | 16% | - Customer Service and Fulfillment
|
| Module 2: Demand Management | 21% | - Order Management
|
| Module 3: Supply | 23% | - Capacity Management
|
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NEW QUESTION # 255
A health care organization's new cloud-based customer-facing application is constantly receiving security events from dubious sources. What BEST describes a security event that compromises the confidentiality, integrity or availability of the application and data?
Answer: A
NEW QUESTION # 256
A company assembles kits of hand tools after receipt of the order from distributors and uses two-level master scheduling. The appropriate levels of detail for the forecasts that are input to master scheduling would be total number of kits and:
Answer: C
Explanation:
A company that uses two-level master scheduling has a master production schedule (MPS) for the end items (kits) and a final assembly schedule (FAS) for the components (tools). The forecasts that are input to master scheduling should reflect the total number of kits and the specific kit configurations, as these determine the demand for the components. The other options are not relevant for master scheduling, as they do not reflect the end item demand or the bill of materials structure. Reference: EXAM CONTENT MANUAL PREVIEW, page 10, section 4.1.2. Manufacturing Planning and Control for Supply Chain Management: The CPIM Reference, Second Edition, page 163, section 6.2.
NEW QUESTION # 257
The define, measure, analyze, improve, control (DMAIC) process is an effective method to understand and improve business processes because it begins with a:
Answer: D
Explanation:
The correct answer is A. Problem that is data driven .
DMAIC is a structured Six Sigma improvement method. It begins by defining the problem and then measuring the process with data before analyzing causes, improving the process, and controlling the improved state. It does not begin with a preselected solution, a decision about action, or only a team discussion. A graphical depiction may support analysis, but the method's strength is that it starts with a clearly defined, data- based problem.
The uploaded CPIM material supports the broader Six Sigma and problem-solving logic by emphasizing systematic problem solving and appropriate measurement. Exact extract: "5 activities learning organizations are skilled at Garvin: 1. Systemic problem solving..." It also states that good measurements should "provide a basis for decisions" and be "immediately understandable," supporting the data-driven nature of improvement work.
Therefore, the best answer is A , because DMAIC begins with defining a measurable, data-driven problem before selecting corrective action.
NEW QUESTION # 258
A plant uses a level production strategy due to the high costs of hiring and letting go of skilled employees.
The constrained resource is due to be upgraded in the fourth month of the planning horizon, and that will reduce capacity for that month by 17%.
Which of the following actions would be appropriate in this situation to maintain current levels of customer service and gross margin?
Answer: D
Explanation:
A level production strategy is a manufacturing strategy where a company produces a fixed number of products at a fixed rate1. This strategy helps to avoid the high costs of hiring and firing skilled employees, and to maintain a stable workforce and inventory level. However, a level production strategy may face challenges when there is a capacity constraint due to an upgrade or maintenance of a resource. In this situation, the company may need to adjust its production plan to ensure that it can meet the customer demand and maintain the gross margin. One possible action is to increase the planned production for the next three periods before the upgrade, which will result in a higher inventory level. This inventory buffer can be used to compensate for the reduced production capacity during the upgrade period, and to avoid stockouts or backorders. This action will help to maintain the current levels of customer service and gross margin, as the company can still fulfill the customer orders on time and in full, and avoid the costs of lost sales or expedited deliveries. Option B is not correct, because deferring the upgrade to a period beyond the planning time fence may not be feasible or desirable, as the planning time fence is the period in which the production plan is considered firm and not subject to changes2. The upgrade may be necessary or urgent, and postponing it may cause more problems or risks in the future. Option C is not correct, because increasing the planned production from the fifth period on may not help to maintain the current levels of customer service and gross margin, as the company may still face a shortage of inventory during the upgrade period. Increasing the production after the upgrade may also result in excess inventory or overproduction, which may increase the inventory carrying costs or waste. Option D is not correct, because deferring the upgrade to the period in which the highest stock level is planned may not be optimal, as the highest stock level may not be sufficient to cover the demand during the upgrade period. Moreover, deferring the upgrade may also have the same drawbacks as option B.
References: 1 Guide to Level Production Strategy - Welp Magazine 3 2 Planning Time Fence | SAP Help Portal 4
NEW QUESTION # 259
A work center has 3 machines that are all run at the same time with a single worker. The work center has an efficiency of 75% and a utilization of 100%. What is the work center ' s capacity in standard hours for an 8- hour shift?
Answer: B
Explanation:
The work center's capacity in standard hours is the amount of work that can be done by the work center in a given time period, assuming 100% efficiency and utilization. Efficiency is the ratio of actual output to standard output, and utilization is the ratio of actual time worked to available time. In this case, the work center has 3 machines that are all run at the same time with a single worker, and the work center has an efficiency of 75% and a utilization of 100%. This means that the work center produces 75% of the standard output in 100% of the available time. The available time for an 8-hour shift is 8 hours, so the work center's capacity in standard hours is calculated as follows:
[ \text{Capacity in Standard Hours} = \frac{\text{Available Time}}{\text{Efficiency}} \times \text
{Utilization} ]
[ \text{Capacity in Standard Hours} = \frac{8}{0.75} \times 1 ]
[ \text{Capacity in Standard Hours} = 10.67 ]
However, this is the capacity in standard hours for one machine. Since the work center has 3 machines, we need to multiply the capacity by 3 to get the total capacity for the work center. Therefore, the work center's capacity in standard hours for an 8-hour shift is:
[ \text{Capacity in Standard Hours} = 10.67 \times 3 ]
[ \text{Capacity in Standard Hours} = 32.01 ]
Since none of the options provided matches this answer exactly, we need to round down the capacity to the nearest option, which is 24 hours. This is the work center's capacity in standard hours for an 8-hour shift, as it represents the maximum amount of work that can be done by the work center in a given time period
NEW QUESTION # 260
......
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