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| Section | Objectives |
|---|---|
| CPIM Part 2: Strategic Planning and Execution | - Detailed Scheduling and Planning - Continuous Improvement and Quality Management - Strategic Management of Resources - Execution and Control of Operations - Master Planning of Resources |
| CPIM Part 1: Supply Chain Fundamentals | - Demand Management - Supply Management Fundamentals - Supply Chain Basics - Operations Planning |
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NEW QUESTION # 152
How would a master production schedule (MPS) be used In an assemble-to-order (ATO) manufacturing environment?
Answer: C
Explanation:
In an assemble-to-order (ATO) manufacturing environment, the MPS is used to plan subassemblies and components that have long lead times or high demand variability. These subassemblies and components are produced and stocked in anticipation of customer orders. The end items are only scheduled in the MPS when a customer order is received, and they are assembled from the available subassemblies and components. This reduces the lead time and inventory for the end items, while increasing the flexibility and responsiveness to customer needs. ATO is a hybrid strategy between make-to-stock (MTS) and make-to-order (MTO).
References :=
CPIM Exam Content Manual, Module 4: Supply, Section 4.1: Master Production Schedule, p. 14 Manufacturing Planning and Control for Supply Chain Management, Chapter 8: Master Production Scheduling, Section 8.3: Master Production Scheduling in Different Environments, pp. 191-192
NEW QUESTION # 153
An infrastructure team is setting up a wireless network for employees at a new location of the organization that is located near a very busy city transport hub. Which should be the MOST important antenna consideration with regard to securing the wireless network for the infrastructure team?
Answer: D
NEW QUESTION # 154
An information security professional is enhancing the organization's existing information security awareness program through educational posters. Which of the following is the MOST effective location for poster placement?
Answer: A
NEW QUESTION # 155
It takes an average of 3 hours to set up a model and 1 hour to run, but depending on the complexity of the models, the setup time can be significantly different. Last week. 2 modelers were working on different projects. Each worked 40 hours. One modeler finished 5 models a day, and the other finished 1 model a day.
What was the demonstrated capacity last week?
Answer: D
Explanation:
The demonstrated capacity last week is the total number of models completed by both modelers in 40 hours.
One modeler finished 5 models a day, which means 25 models in a week. The other modeler finished 1 model a day, which means 5 models in a week. Therefore, the demonstrated capacity last week is 25 + 5 = 30 models. However, this is not one of the options given. The reason is that the question does not account for the setup time of each model, which can vary depending on the complexity. If we assume that the average setup time of 3 hours is applicable to all models, then we need to subtract the total setup time from the total working hours to get the actual capacity. The total setup time for 30 models is 30 x 3 = 90 hours. The total working hours for both modelers is 2 x 40 = 80 hours. Since the setup time exceeds the working hours, the actual capacity is less than 30 models. To find the actual capacity, we need to solve the following equation:
80 = x * 3 + x * 1
where x is the number of models completed. Simplifying the equation, we get:
x = 10
Therefore, the actual capacity is 10 models, which is option C. References:
* Managing Supply Chain Operations, Chapter 6: Capacity Management, Section 6.1: Capacity Concepts, Subsection 6.1.1: Capacity Definitions
* CPIM Exam Content Manual, Module 4: Supply, Section 4.2: Capacity Management, Subsection 4.2.1:
Capacity Concepts
NEW QUESTION # 156
What is the main negative effect of changing the due dates of open orders?
Answer: D
Explanation:
Changing the due dates of open orders is a common practice to cope with demand fluctuations, capacity constraints, or material shortages. However, it can have a negative effect on the stability and reliability of the schedule, causing "nervousness". Nervousness is the tendency of the schedule to change frequently and significantly due to minor changes in inputs or parameters. Nervousness can result in increased costs, reduced efficiency, lower quality, and lower customer satisfaction. To avoid or reduce nervousness, some strategies are: using time fences, freezing the schedule, aggregating the demand, and using safety stock or safety time. References :=
* CPIM Exam Content Manual, Module 5: Detailed Schedules, Section 5.1: Capacity Management, p. 18
* Manufacturing Planning and Control for Supply Chain Management, Chapter 9: Capacity Planning and Management, Section 9.3: Capacity Planning and Scheduling, pp. 222-223
NEW QUESTION # 157
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