GSCM206 January 2019 Full Course Latest

GSCM206 Managing Operations Across the Supply Chain
Week 1 Discussion
DQ1 OPERATIONS AND PRODUCTIVITY
Mass customization and rapid product development were identified as challenges to modern manufacturing operations. What is the relationship, if any, between these challenges? Provide some examples.
What career opportunities would you be interested in pursuing in the field of operations and supply chain management?
DQ2 OPERATIONS STRATEGY IN A GLOBAL ENVIRONMENT
Identify the mission and strategy of your automobile repair garage. What are the manifestations of the 10 OM decisions at the garage? That is, how is each of the 10 decisions accomplished?
How do operations and supply chain processes provide a competitive advantage in the global arena?
How is a firm’s mission related to its strategy?
 
GSCM206 Managing Operations Across the Supply Chain
Week 2 Discussion
DQ1 FORECASTING
How can forecasting improve your operations and supply chain processes?
What are the differences between independent and dependent demand?
DQ2 DESIGN OF GOODS AND SERVICES
How important are the product design and the voice of the customer?
How important are the product design and the voice of the customer during a new product development?
What is the impact of the product life cycle on managing the supply chain?
 
GSCM206 Managing Operations Across the Supply Chain
Week 3 Discussion
DQ1 MANAGING QUALITY
Identify management’s role in linking operations and supply chain processes with quality improvement.
Identify how improving quality can lead to reduced costs.
DQ2 PROCESS STRATEGY
Identify manufacturing firms and their competitive advantages that compete on each of the four processes shown in Figure 7.1.
 
GSCM206 Managing Operations Across the Supply Chain
Week 4 Discussion
DQ1 CAPACITY AND CONSTRAINT MANAGEMENT
Describe the concept of capacity and how managing capacity can improve operations and the supply chain flow of goods and services.
DQ2 LOCATION STRATEGIES
Identify the many factors that affect decisions on location.
Identify the many factors that affect decisions on a firm’s location strategy. Why is it important for a firm to have a location strategy?
 
GSCM206 Managing Operations Across the Supply Chain
Week 5 Discussion
DQ1 LAYOUT STRATEGY AND INVENTORY MANAGEMENT
Identify the seven layout strategies defined in Chapter 9. Then, explain in detail the layout strategies that your present or past firm has utilized. Describe, in detail, whether you think they are using the correct strategy, and, if not, identify which one(s) they should be using.
DQ2 SUPPLY CHAIN MANAGEMENT
Identify the critical role of effective and efficient supply chains and how operations personnel need to plan, organize, and develop the right strategies and processes.
 
GSCM206 Managing Operations Across the Supply Chain
Week 6 Discussion
DQ1 INVENTORY MANAGEMENT
Identify the critical role of inventory management for balancing the investment costs with customer service. Describe the four types of inventory.
DQ2 MATERIALS REQUIREMENTS PLANNING AND ERP
As an approach to inventory management, how does MRP differ from the approach taken in Chapter 12, dealing with economic order quantities (EOQ)?
GSCM206 Managing Operations Across the Supply Chain
Week 7 Discussion
DQ1 JIT
Identify the approaches and methods of continuous improvement and force problem solving.
DQ2 LEAN OPERATIONS
What are the characteristics of just-in-time partnerships with respect to suppliers?
 
GSCM206 Managing Operations Across the Supply Chain
Week 8 Discussion
CASE STUDY ANALYSIS
This week you will go back and review the cases from weeks 1-7. Choose a case and tie it back to the topic for the week and how it relates to the CO(s) assigned to the week. You will present your topic, case and TCO(s) analysis using any audio/video technology of your preference (Narrated PowerPoint, Kaltura, Vimeo, MP4, etc.) as a discussion thread for the week. Your video should be five minutes and posted on Thursday of Week 8.  You must respond to two other classmates’ videos by Saturday evening.
Item      Description         Points
Presentation Content/ Quality   Facts were presented in a clear, concise, and professional manner. Student presented a case and tied the case into the week’s topic and TCO. The presentation was easy to follow along with slides. Slides were not too busy. Use of extraneous graphics/clip art is minimal.       75
Timing   Presentation is delivered in the time allocated (5 to 8 minutes)  5
Presentation Format      Presentation contains no spelling, grammar, typographical or formatting errors, graphics and charts are clear and legible. Writing quality is excellent – clear, organized and professional.         10
Total Point Value                             90
 
 
 
 
 
 
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 1 CASE STUDY
Case Study: Hard Rock Café’s Global Strategy (pp. 55–56) and Pearson Video Library
Watch the Hard Rock Café’s Global Strategy video located in the Pearson Video Library section in the Introduction & Resources area. You can also read more about its strategy on pages 55–56 in your textbook. Once you have watched and read the case study, answer the questions below.
Case Study Questions
Identify the strategic changes that have taken place at Hard Rock Cafe since its founding in 1971.
As Hard Rock Cafe has changed its strategy, how has its responses to some the 10 decisions of OM changed?
The specifications for this Case Study and the grading rubric can found in the Case Study section in the Introduction & Resources area.
Don’t forget to submit your assignment.
 
GSCM206 Managing Operations Across the Supply Chain
Week 2 CASE STUDY
Select one of the following cases.
Case Study: Forecasting at Hard Rock Café (pp. 155–156 and Pearson Video Library under the Introduction & Resources area)
Case Study: Product Design at Regal Marine (pp. 189–190 and Pearson Video Library under the Introduction & Resources area)
Case Study 1 Questions
Describe three different forecasting applications at Hard Rock. Name three other areas in which you think Hard Rock could use forecasting models.
What is the role of a POS system in forecasting at Hard Rock?
Name several other variables besides those mentioned in the case that could be used as good predictors of daily sales in each café.
Case Study 2 Questions
How does the concept of product life cycle apply to Regal Marine products?
What strategy does Regal use to stay competitive?
What are the likely benefits of the CAD technology?
The specifications for these case studies and the grading rubric can found in the Case Study section in the Introduction & Resources area.
Don’t forget to submit your assignment.
 
GSCM206 Managing Operations Across the Supply Chain
Week 3 CASE STUDY
Select one of the following cases.
Quality at Ritz-Carlton Hotel Company (p. 242 and Pearson Video Library under the Introduction & Resources area)
Green Manufacturing and Sustainability at Frito-Lay (pp. 209–210 and Pearson Video Library under the Introduction & Resources area)
Case Study 1 Questions
In what ways could the Ritz-Carlton monitor its success in achieving quality?
Why might it cost the Ritz-Carlton less to do things right the first time?
What are some nonfinancial measures of customer satisfaction that might be used by the Ritz-Carlton?
How could control charts, Pareto diagrams, and cause-and-effect diagrams be used to identify quality problems at a hotel?
Many companies say that their goal is to provide quality products and services. What actions might you expect from a company that intends quality to be more than a slogan or buzzword?
Case Study 2 Questions
What are the sources of pressure on a firm such as Frito-Lay to reduce its environmental footprint?
Identify the specific techniques that Frito-Lay is using to become a green manufacturer.
Select another company and compare its green policies to those of Frito-Lay.
The specifications for these case studies and the grading rubric can found in the Case Study section in the Introduction & Resources area.
Don’t forget to submit your assignment.
 
GSCM206 Managing Operations Across the Supply Chain
Week 4 CASE STUDY
Case Study: Where to Place the Hard Rock Café (pp.363–364 and Pearson Video Library under the Introduction & Resources area)
Case Study Questions
From Munday’s Standard Market Research checklist, select any other four categories, such as population (A1), hotels (B2), or restaurants/nightclub (D), and provide three subcategories that should be evaluated. (See item C1 [airport] for a guide.)
Why does Hard Rock put such serious effort into its location analysis?
Under what conditions do you think Hard Rock prefers to franchise a café?
The specifications for this Case Study and the grading rubric can found in the Case Study section in the Introduction & Resources area.
 
GSCM206 Managing Operations Across the Supply Chain
Week 5 CASE STUDY
Select one of the following cases.
Case Study 1: Darden’s Global Supply Chains (p. 467 and Pearson Video Library in the Introduction & Resources area)
Case Study 2: Supply Chain Management at Regal Marine (pp. 467–468 and Pearson Video Library in the Introduction & Resources area)
Case Study 1 Questions
What are the advantages of each of Darden’s four supply chains?
What are the complications of having four supply chains?
How do Darden’s four supply chains compare to those of other firms, such as Dell or an automobile manufacturer? Why do the differences exist, and how are they addressed?
Case Study 2 Questions
What other techniques might Regal use to improve supply chain management?
What kind of response might members of the supply chain expect from Regal because they’re partnering in the supply chain?
Why is supply chain management important to Regal?
The specifications for these case studies and the grading rubric can found in the Case Study section in the Introduction & Resources area.
 
 
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 6 CASE STUDY
Select one of the following cases.
Case Study 1: Managing Inventory at Frito-Lay (pp. 525–526 and Pearson Video Library under the Introduction & Resources area)
Case Study 2: Inventory Control at Wheeled Coach (p. 526 and Pearson Video Library under the Introduction & Resources area)
Case Study 3: MRP at Wheeled Coach (p. 596 and Pearson Video Library under the Introduction & Resources area)
Case Study 1 Questions
How does the mix of Frito-Lay inventory differ from those of a machine or cabinet shop (a process-focused facility)?
Why does inventory flow so quickly through a Frito-Lay plant?
Why doesn’t Frito-Lay make all of its 41 products at each of its plants?
Case Study 2 Questions
Explain how Wheeled Coach implemented ABC analysis.
If you were to take over as inventory control manager at Wheeled Coach, what additional policies and techniques would you initiate to ensure accurate inventory records?
How would you go about implementing these suggestions?
Case Study 3 Questions
Why is accurate inventory such an important issue at Wheeled Coach?
Why does Wheeled Coach have excess inventory, and what kind of plan would you suggest for dealing with it?
Be specific in your suggestions for reducing inventory and how to implement them.
The specifications for these case studies and the grading rubric can found in the Case Study section under the Introduction & Resources area.
 
GSCM206 Managing Operations Across the Supply Chain
Week 7 CASE STUDY
Case Study: JIT at Arnold Palmer Hospital (p. 656 and Pearson Video Library under the Introduction & Resources area)
CASE STUDY QUESTIONS
What do you recommend be done when an error is found in a pack as it is opened for an operation?
How might the procedure for custom surgical packs described here be improved?
When discussing JIT in services, the text notes that suppliers, inventory, and scheduling are all used. Provide an example of each of these at Arnold Palmer Hospital.
The specifications for this case study and the grading rubric can found in the Case Study section under the Introduction & Resources area.
 
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 1 Quiz
Question 1
 (TCO 1) Which of the following is a current trend in operations management?
Quality circles
Domestic focus
Supply chain independence
Mass customization
All of the above        
Question 2
 (TCO 2) Which of the following does not represent a reason for globalizing operations?
Reduce costs
Improve supply chain
Understand new markets
Attract and retain global talent
None of the above   
Question 3
 (TCO 1) An operations task performed at Hard Rock Café is
borrowing funds to build a new restaurant.
advertising changes in the restaurant menu.
calculating restaurant profit and loss.
preparing employee schedules.
All of the above  
Question 4
 (TCO 4) Gibson Valves produces air valves on a five-person assembly line. If they produce 1,200 valves in an 8-hour shift, what is the labor productivity of the line?
2 valves/labor hour
4 valves/labor hour
30 valves/labor hour
40 valves/labor hour
80 valves/labor hour              
Question 5
 (TCO 4) The Dulac Box plant produces 400 cypress packing boxes in one two-person assembly line during a 10-hour shift. What is the labor productivity of this assembly line?
20 boxes/labor hour
25 boxes/labor hour
50 boxes/labor hour
250 boxes/labor hour
500 boxes/labor hour   
Question 6
 (TCO 4) John has a part-time business taking engagement photos. He currently works a total of 5 hours per day to produce 15 group photos. What is his productivity?
1 photo per hour
2 photos per hour  
3 photos per hour
4 photos per hour
Question 7
 (TCO 2) Which is not true regarding differences between goods and services?
Services are generally produced and consumed simultaneously; tangible goods are not.
Services tend to be more knowledge-based than goods.  
Services tend to have a more inconsistent product definition than goods.
Goods tend to have higher customer interaction than services.
None of the above
Question 8
 (TCO 2) Which of the following is an example of competing on quick response?
A firm produces its product with less raw material waste than its competitors.
A firm offers more reliable products than its competitors.
A firm’s products are introduced into the market faster than its competitors.
A firm’s research and development department generates many ideas for new products.
Question 9
 (TCO 2) The impact of a firm’s strategies to achieve their mission is which of the following?
They exploit opportunities and strengths.
They operate on medium-range tactics.
They are not long range.
They neutralize threats and avoid weaknesses.
They both exploit opportunities and strengths, and they neutralize threats and avoid weaknesses.  
Question 10
 (TCO 4) According to the authors, what are the three key strategic concepts that allow firms to achieve competitive advantage?
Productivity, efficiency, and quality leadership
Differentiation, cost leadership, and efficient response  
Differentiation, cost leadership, and quick response
Distinctive competency, cost leadership, and experience
 
GSCM206 Managing Operations Across the Supply Chain
Week 2 Quiz
Question 1
(TCO 5) What is the forecast for May, based on a weighted moving average applied to the following past-demand data and using the weights of 3, 2, and 1 (largest weight is for most recent data)?
Nov.      Dec.       Jan.        Feb.       March   April
91           140         98           110         123         102
44.1
110.7
108.8
110.33
Question 2
(TCO 5) Jim’s department at a local department store has tracked the sales of a product over the last 10 weeks using exponential smoothing with an alpha of 0.3. In January, he forecasted $150,000 in sales and achieved $155,000 is sales. Using this same forecasting model, estimate Jim’s February sales.
$152,000
$155,000
$151,500
$105,000
Question 3
(TCO 5) What is the approximate forecast for May using a 4-month moving average?
Nov.      Dec.       Jan.        Feb.       March   April
39           36           40           46           50           46
32
44
48
45.5
Question 4
(TCO 6) Which of the following is not true regarding computer-aided design (CAD)?
It is not expensive to use in most manufacturing and design settings.
It is a newer technology and is in significant use.
It results in longer development cycles for virtually all products.
It is the use of computers to interactively design products and prepare engineering documentation.        
Question 5
(TCO 7) A product’s life cycle is divided into four stages, which are
introduction, growth, maturity and decline.
introduction, growth, stability, and decline.
introduction, maturity, saturation, and decline.
launch, expansion, contraction, and termination.
None of the above        
Question 6
(TCO 5) A forecast with a time horizon of less than 3 months is typically called a
long-range forecast.
medium-range forecast.
short-range forecast.
weather forecast.
strategic forecast.        
Question 7
(TCO 7) In which stage of the product life cycle does product development take place?
Introduction
Growth
Maturity
Decline
Question 8
(TCO 7) Which of the following helps to keep production running when small variations in production or assembly occur?
Modular design
Value engineering
Value analysis
Robust design
PLM
Question 9
(TCO 5) Which of the following uses three types of participants: decision makers, staff personnel, and respondents?
Executive opinions
Sales force composite
Delphi method
Consumer surveys
Time series analysis
Question 10
(TCO 6) Which of these statements best describes computer-aided design (CAD)?
It is the interactive use of computers to design a product and prepare engineering documentation.
It is the use of special computer programs to direct and control manufacturing equipment.
It is the ability to depict objects in three-dimensional form.
It is a visual form of communication in which images substitute for the real thing.
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 3 Quiz
Question 1
(TCO 3) Customer dissatisfaction, rework, and warranty costs are cost associated with the
  quality loss function (QLF).
  Pareto chart.
  cost of quality.
  process chart.
Question 2
(TCO 3) What is described as an ongoing process of unending improvement?
  Kaizen
  Six sigma
  Taguchi
  Benchmarking
  Poka-yoke
Question 3
(TCO 3) Quality lies in the eyes of the beholder is
  the definition proposed by the American Society for Quality Control.
  a process-based definition of quality.
  a manufacturing-based definition of quality.
  a product-based definition of quality.
  None of the above
Quality lies in the eyes of the beholder is user-based. See Chapter 6, page 217.
Question 4
(TCO 8) What does build to order mean?
  Make to sell
  Limit production
  Produce to customer order
  Produce to forecast        
Question 5
 (TCO 3) Customer dissatisfaction, rework, and warranty costs are cost associated with the
  quality loss function (QLF).
  Pareto chart.
  cost of quality.
  process chart.        
Question 6
(TCO 3) Pareto charts are
  a way of organizing errors, problems, or defects.
  a graphical way to identify processes.
  used to indicate which p may yield the least payoff.
  All of the above          
Question 7
(TCO 8) A drawing of the movement of material or people is a
  flow process.
  process chart.
  service blueprint.
  flowchart.   
Question 8
(TCO 8) Strategies for improving productivity in services include
  separation, self-service, automation, and scheduling.
  lean production, strategy-driven investments, automation, and process focus.
  reduce inventory, reduce waste, reduce inspection, and reduce rework.
  separation, postponement, automation, and training.   
Question 9
(TCO 8) Service blueprinting
  provides the basis to negotiate prices with suppliers.
  mimics the way people communicate.
  determines the best time for each step in the process.
  focuses on the provider’s interaction with the customer.
  can only be successful with two-dimensional processes.        
Question 10
(TCO 8) Four types of process strategies include
  repetitive focus, process focus, mass customization, and product focus.
  manual, automated, computer, and service.
  process focus, repetitive focus, mass customization, and people focus.
  modular, continuous, discrete, and technological.
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 4 Quiz
Question 1
 (TCO 8) The Clothes Factory wants to increase capacity by adding a new sewing machine. The fixed costs for machine A are $9,000, and its variable cost is $4 per unit. The revenue is $7 per unit. The break-even point for the sewing machine is
  1,200 units.
  1,600 units.
  3,000 units.
  1,500 units.
Question 2
 (TCO 9) A truck stop is considering opening a new facility on the Interstate. The table below shows its ratings of four factors at each of two potential sites.
Factor   Weight Gary Mall             Belt Line
Affluence of Local Population     .20          40           40
Traffic Flow         .40          50           20
Parking Availability          .20          30           40
Growth Potential             .20          10           30
The score for Gary Mall is _____, and the score for Belt Line is _____.
  Gary Mall = 34; Belt Line = 28
  Gary Mall = 33; Belt Line = 22
  Gary Mall = 36; Belt Line = 30
  Gary Mall = 19; Belt Line = 24        
Question 3
 (TCO 8) A bakery has a design capacity to bake 250 loaves of bread a day. However, because of scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday, the gas was turned off while the city was repairing a leak, and only eight loaves were baked. What is the utilization of the ovens yesterday?
  5%
  3%
  2.5%
  3.2%       
Question 4
 (TCO 8) A bakery has a design capacity to bake 200 loaves of bread a day. However, because of scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak, and only 22 loaves where baked. What was the efficiency of the ovens yesterday?
  5%
  7%
  10%
  22%        
Question 5
 (TCO 8) Design capacity is the
  maximum output of a system in a given period.
  actual production over a specified time period in ideal conditions.
  average output that can be achieved under ideal conditions.
  maximum usable capacity of a particular facility.
  capacity a firm expects to achieve given the current operating constraints.        
Question 6
 (TCO 8) Actual output as a percent of design capacity is
  effective capacity.
  utilization.
  effectiveness.
  efficiency.
Question 7
 (TCO 9) A location decision for an appliance manufacturer would tend to have a(n)
  education focus.
  labor focus.
  revenue focus.
  environmental focus.
  cost focus        
Question 8
 (TCO 9) When making a location decision at the site level, which of these would be considered?
  Corporate desires
  Land and construction costs
  Air, rail, highway, and waterway systems
  Attractiveness of region
  Location of markets
Question 9
 (TCO 9) Evaluating location alternatives by comparing their composite (weighted-average) scores involves
  a cost-volume analysis.
  a transportation model analysis.
  a linear regression analysis.
  a crossover analysis.
  None of the above        
Question 10
 (TCO 8) Which of the following is NOT a consideration for a good capacity decision?
  Forecast demand accurately
  Match technology increments and sales volume
  Find the worst operating size (volume)
  Build for change        
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 5 Quiz
Question 1
 (TCO 3) Which of the following is not a concern of the supply chain?
  Number of internal managers
  Credit and cash transfers
  Vendor reliability
  Distributors and banks
  Having fewer suppliers
Question 2
 (TCO 2) The purchasing approach that places the burden of meeting the buyer’s demands on the supplier is
  many suppliers.
  few suppliers.
  keiretsu.
  vertical integration.
  virtual companies.
Question 3
 (TCO 3) Japanese manufacturers often take a middle ground between purchasing from a few suppliers and vertical integration. This approach is
  kanban.
  keiretsu.
  samurai.
  poka-yoke.
  kaizen.
 
 
Question 4
 (TCO 2) The three classic types of negotiation strategies are
  vendor evaluation, vendor development, and vendor selection.
  competitive bidding, market-based price model, and cost-based price model.
  many suppliers, few suppliers, and keiretsu.
  cost-based price model, market-based price model, and inventory-based.        
 
Question 5
 (TCO 2) All of the following are opportunities in an integrated supply chain, except
  modification or customization of products.
  drop shipment.
  standardization.
  lot size reduction.
  accurate pull data.        
 
Question 6
 (TCO 3) Which of the following is NOT true regarding core competencies?
  They may include specialized knowledge.
  They may represent a small portion of an organization’s business activities.
  They may include proprietary technology or information.
  They may be good candidates for outsourcing.
  They may include unique production methods.
 
Question 7
 (TCO 3) What theory states that you should allow another firm to perform work activities for your company if that company can do it more productively than you can?
  Theory of competitive advantage
  Theory of core competencies
  Theory of comparative advantage
  Theory of outsourcing
  Theory of offshoring
 
Question 8
 (TCO 3) A manufacturing plant is considering outsourcing its production of tires. There are five risk areas on which the decision will be based. The current plant had scores of 1, 2, 4, 8, and 2; and the outsourced plant had scores of 3, 2, 4, 2, and 5. What is the current plant’s score if high scores indicate low risk, and an unweighted factor method is applied?
  14
  15
  16
 
  17
  None of the above      
 
Question 9
 (TCO 2) Which of the following is NOT a concern of the supply chain?
  Warehousing and inventory levels
  Credit and cash transfers
  Suppliers
  Distributors and banks
  Maintenance scheduling    
Question 10
 (TCO 2) Which type of negotiating strategy requires the supplier to open its books to the purchasers?
  Cost-based price model
  Market-based price model
  Competitive bidding
  Price-based model
  None of the above    
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 6 Quiz
Question 1
(TCO 11) Which of the following statements about ABC analysis is false?
  ABC analysis is based on the presumption that controlling the few most important items produces the vast majority of inventory savings.
  In ABC analysis, A items are tightly controlled, have accurate records, and receive regular review by major decision makers.
  In ABC analysis, C items have minimal records, periodic review, and simple controls.
  ABC analysis is based on the presumption that all items must be tightly controlled to produce important cost savings.
  All of the above
Question 2
(TCO 11) ABC analysis divides on-hand inventory into three classes, generally based upon
  item quality.
  unit price.
  the number of units on hand.
  annual demand.
  annual dollar volume.
Question 3
(TCO 11) Which of the following is not an assumption of the economic order quantity model shown below?
Q* =
  Demand is known, constant, and independent.
  Lead time is known and constant.
  Quantity discounts are not possible.
  Production and use can occur simultaneously.
  The only variable costs are setup cost and holding (or carrying) cost.
 
Question 4
(TCO 11) A certain type of computer costs $1,000, and the annual holding cost is 25%. Annual demand is 10,000 units, and the order cost is $150 per order. What is the approximate economic order quantity?
  16
  70
  110
  183
  600
Question 5
(TCO 11) Demand for a given item is said to be dependent if
  it originates from the external customer.
  there is a deep bill of material.
  the finished products are mostly services (rather than goods).
  there is a clearly identifiable parent.
  the item has several children.
Question 6
(TCO 10) Dependent demand and independent demand items differ in that
  for any product, all components are dependent-demand items.
  the need for independent-demand items is forecast.
  the need for dependent-demand items is calculated.
  All of the above
  None of the above
Question 7
(TCO 10) A master production schedule specifies
  the raw materials required to complete the product.
  what component is to be made and when.
  what product is to be made and when.
  the labor hours required for production.
  the financial resources required for production.
Question 8
(TCO 10) The following table is an example of a(n)
                Week 1 Week 2 Week 3 Week 4 Week 5
Clothes Washer                               200                        100        
Clothes Dryer    300         100         100                        100
Upright Freezer                                               200         500        
  aggregate plan.
  load report.
  master production schedule.
  capacity plant.
  inventory record.
Question 9
(TCO 10) A bill of material lists the
  times needed to perform all phases of production.
  production schedules for all products.
  components, ingredients, and materials required to produce an item.
  operations required to produce an item.
  components, ingredients, materials, and assembly operations required to produce an item.
Question 10
(TCO 10) The bill of material contains information necessary to
  place an order to replenish the item.
  calculate quantities on hand and on order.
  convert net requirements into higher level gross requirements.
  convert gross requirements into net requirements.
  convert (explode) net requirements at one level into gross requirements at the next level.
 
 
 
 
GSCM206 Managing Operations Across the Supply Chain
Week 7 Quiz
Question 1
(TCO 3) Which one of the following is not a JIT quality tactic?
  Use of statistical process control
  Empowered employees
  Fail safe methods
  Provide immediate feedback
  Use large lot sizes
Question 2
(TCO 3) Manufacturing cycle time is best defined as the
  time between the 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.        
Question 3
(TCO 3) Which of the following is a goal of JIT partnerships?
  Reduce inventory and variability
  Increase variability
  Increase in-transit inventory
  Elimination of engineering changes        
Question 4
(TCO 3) Just-in-time systems make demands on layouts, except
  distance reduction.
  decreased flexibility.
  reduced space and inventory.
  All of the above        
Question 5
(TCO 3) Level schedules
  require that schedules be met with variation.
  process many small batches rather than one large one.
  are known as kidney bean scheduling.
  All of the above
Question 6
(TCO 3) Which of the following is specifically characterized by continuous and forced problem solving through a focus on throughput and reduced inventory?
  Just-in-time (JIT)
  Toyota Production System (TPS)
  Lean operations
  Material requirements planning (MRP)
  Kanban
Question 7
(TCO 3) What does TPS stand for?
  Total production streamlining
  Toyota Production System
  Taguchi’s Production Ss
  Total process simplification
  None of the above
Question 8
(TCO 3) Manufacturing cycle time is best defined as the
  length of the work shift expressed in minutes per day.
  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.
  sum of all the task times to make one unit of a product.
  time from raw materials receipt to finished product exit.  
Question 9
(TCO 3) Throughput measures the time
  that it takes to process one unit at a station.
  between the arrival of raw materials and the shipping of finished products.
  to produce one whole product through an empty system (i.e., with no waiting).
  required to move orders through the production process, from receipt to delivery.
  None of the above
Question 10
(TCO 3) The list of 5 Ss, although it looks like a housekeeping directive, supports lean production by
  identifying nonvalue items and removing them in the sort/segregate item.
  reducing inventory in the standardize item.
  increasing variability through standardized procedures in the standardize item.
  eliminating wasted motion through ergonomic studies in the support item.
  building good safety practices in the shine/sweep item.