CIPS L4M7認定資格試験問題集、L4M7受験対策書

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CIPS L4M7 Exam Syllabus Topics:

SectionObjectives
Topic 1: Risk and Value Management- Managing asset-related risk
  • 1. Risk assessment across lifecycle stages
    • 2. Cost-benefit and value analysis
      Topic 2: Understanding Asset Management- Principles of whole life asset management
      • 1. Value creation and total cost of ownership
        • 2. Asset lifecycle concepts
          Topic 3: Asset Acquisition and Procurement- Sourcing and procurement of assets
          • 1. Make or buy decisions
            • 2. Supplier selection and evaluation
              Topic 4: Operation and Maintenance- Asset performance and reliability
              • 1. Performance monitoring and KPIs
                • 2. Maintenance strategies
                  Topic 5: Disposal and End-of-Life Management- Asset disposal strategies
                  • 1. Resale, recycling, and decommissioning
                    • 2. Environmental and sustainability considerations

                      >> CIPS L4M7認定資格試験問題集 <<

                      試験の準備方法-信頼できるL4M7認定資格試験問題集試験-権威のあるL4M7受験対策書

                      市場の一般的な質問バンクとは異なり、JPTestKingのL4M7の実際の試験は、多くの業界専門家によって認められているさまざまな専門知識のための科学的かつ効率的な学習システムです。 CIPSのL4M7試験トレントの内容だけでなく、最新かつ正確な情報をお客様に提供するため、レイアウトについてもデジタルデバイスの開発に応じて改革を実施しました。 最新のL4M7試験問題とともにCIPS Whole Life Asset Management試験に合格します。

                      CIPS Whole Life Asset Management 認定 L4M7 試験問題 (Q60-Q65):

                      質問 # 60
                      When purchasing a capital asset, an organisation should analyse the costs and benefits that the asset may bring. Which of the following factors are considered in cost-benefit analysis? Select TWO that apply.

                      正解:A、B

                      解説:
                      A cost-benefit analysis is a process businesses use to analyze decisions (such as capital investment). The business or analyst sums the benefits of a situation or action and then subtracts the costs associated with taking that action.
                      A cost-benefit analysis (CBA) should begin with compiling a comprehensive list of all the costs and benefits associated with the project or decision.
                      The costs involved in a CBA might include the following:
                      - Direct costs would be direct labor involved in manufacturing, inventory, raw materials, manufacturing expenses.
                      - Indirect costs might include electricity, overhead costs from management, rent, utilities.
                      - Intangible costs of a decision, such as the impact on customers, employees, or delivery times.
                      - Opportunity costs such as alternative investments, or buying a plant versus building one.
                      - Cost of potential risks such as regulatory risks, competition, and environmental impacts.
                      Benefits might include the following:
                      - Revenue and sales increases from increased production or new product.
                      - Intangible benefits, such as improved employee safety and morale, as well as customer satisfaction due to enhanced product offerings or faster delivery.
                      - Competitive advantage or market share gained as a result of the decision.
                      An analyst or project manager should apply a monetary measurement to all of the items on the cost-benefit list, taking special care not to underestimate costs or overestimate benefits. A conservative approach with a conscious effort to avoid any subjective tendencies when calculating estimates is best suited when assigning a value to both costs and benefits for a cost-benefit analysis.
                      Finally, the results of the aggregate costs and benefits should be compared quantitatively to deter-mine if the benefits outweigh the costs. If so, then the rational decision is to go forward with the project. If not, the business should review the project to see if it can make adjustments to either increase benefits or decrease costs to make the project viable. Otherwise, the company should likely avoid the project.


                      質問 # 61
                      XYZ Ltd is looking for new office space overseas. To keep the overhead expense minimal, it chooses leasing rather than purchasing new office. In leasing contract, which of the following costs are most likely to be attributable to the lessee?
                      1. Disposal costs
                      2. Rentals
                      3. Operating costs
                      4. Vendor selection costs

                      正解:D

                      解説:
                      A lease is a contractual arrangement calling for the lessee (user) to pay the lessor (owner) for use of an asset.
                      Property, buildings and vehicles are common assets that are leased. Industrial or business equipment is also leased. Since the lessee does not own the asset, it is not responsible for disposing the assets, and therefore, disposal costs are not attributable to the lessee. The lessee usually incurs rentals and operating costs. Finally, a company should treat the lease the same as other contracts, which they must qualify the supplier.


                      質問 # 62
                      Which component of an RFID device is responsible for sending and receiving radio waves?

                      正解:A

                      解説:
                      RFID tags are made of three different components: an RFID chip, which is an integrated circuit (IC), an antenna, and a substrate. RFID Antennas are necessary elements in an RFID system be-cause they convert the RFID reader's signal into RF waves that can be picked up by RFID tags. Without some type of RFID antenna, whether integrated or stand-alone, the RFID reader cannot properly send and receive signals to RFID tags.


                      質問 # 63
                      Lean principle focuses on eliminating eight types of waste. Waste in Lean manufacturing is defined as...?

                      正解:D

                      解説:
                      Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for.
                      The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing and Defects. They are often referred to by the acronym 'TIMWOOD'. The
                      8th waste of non-utilized talent or 'Skills' of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as
                      'TIMWOODS'.
                      Source: The lean way


                      質問 # 64
                      Multiple approval levels for a small purchase request is an example of which type of waste?

                      正解:B

                      解説:
                      Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for.
                      The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing and Defects. They are often referred to by the acronym 'TIMWOOD'. The
                      8th waste of non-utilized talent or 'Skills' of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as
                      'TIMWOODS'.
                      Source: The lean way
                      Multiple approval levels for a small purchase request is an example of over-processing since this adds more unnecessary work to users and procurement professionals.


                      質問 # 65
                      ......

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