CPIM Sample Test - Production Activity Control

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SampleTest

ProductionActivity Control

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APICSTM AmericanProductionandInventoryControlSociety

APICS CPIM CERTIFICA TION PROGRAM SAMPLE TESTS

A sample test for six modules of the APICS certifiedin production and inventorymanagement(CPIM) examinationprogramis availablefromsocietyheadquarters.Eachtest is madeup of questionsthathavebeenretiredfrompreviousexams. Each of thetests includesa samplingof questionscoveringthe APICS body of knowledgeanddisplays the various test questionformatsused in the exams. The questionswereselectedby the individualCurriculaand CertificationCouncil committees. Each testincludestextreferenceswithspecificpagenumbersfor studyand is accompaniedby ananswerkey.

To ardercopiesof theAPICS CPIM programsampletests,contacttheAPICS CustomerServiceDepartment,500WestAnnandaleRoad,FallsChurch,Virginia,22046-4274,orcall800-444-2742.

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The sampletestsare:InventoryManagement(Order#09201)ProductionActivityControl (Order#09203)MasterPlanning(Order#09204)Just-in-Time(Order#09207)Materialand CapacityRequirementsPlanning(Order#09208)SystemsandTechnologies(Order#09202)CompleteSampleTest Set (Order#09206)

Copyright 1991 by the AmericanProductionand InventoryControl Society, Inc. Noportionof this document may be reproduced under any circumstances.

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Stock No. 09203,8/93

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ProductionActivityControl ExaminationSampleTest

Thepurposeof thissampletestis toprovideyouwithexamplesof thetypesofquestionsthatyouwill seewhenyoutaketheProduclionAClivilyConlrol examinationandtoidentifyreferencematerialsthatwill helpyoupreparefor theexamination.The60questionsin thistestweretakenfromrecentexaminationsandwereselectedtoberepresentativeof thecontent,statisticaldifficulty,andquestionformatof theactualProductionActivityControlexamination.This testreflectsthestatusof theProduclionActivityControlexaminationandthereferencesavailableatthetimeofpublication.TheofficialreferencesarelistedintheCPIM StudyGuide,whichis publishedannualIy.

Content

EachAPICS examinationis developedframtestspecificationsthathavebeenprovidedbytheAPICS CurriculaandCertificationCouneilCommittee.For acompletelistingof thetapiesincludedin theProductionActivilyControl examination,youshouldeonsulttheCPIM StudyGuide.Testquestionsaredevelopedbymembersof APICS andareapprovedfor usebytheProductionAetivityControlCommittee.Thequestionsin thissampletestwereseleetedwithadistributionof contenttopiessimilartothatof thefull 1O0-questionexamination.

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Difficulty

Thequestionsin thissampletestwerealsoseleetedtodemonstratethevarietyofdiffieultythatexistsin thefull 1O0-questiontest.Somequestionsareeasierthanothers,butnoexamineewill findthemalleasy.Therefore,theseleetedsamplesarerepresentativeof thevariousdifficultylevelsin theactualexaminationasdemonstratedbythepercentageof theeandidategroupthatansweredthemeorreetly.

QuestionFormat

Theneedtoaskquestionsaboutspecifietopieareascontributestotheselectionof formatforaparticularquestion.In somecases,thestandardfour-choicequestionis inappropriatefortheinformationbeingtested.It is toyouradvantagetobecomefamiliarwiththedifferentformatsincludedin thissampletest.

Using This SampleTest

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This sampletestis eomposedof 60samplequestionspertainingtoProduetionAetivityControl.Theywill giveyoutheopportunitytopraeticeinpreparationfor takingtheactualexamination,whichmayhelpyouincreaseyourconfidence.However,successonthesequestionswilI NOT guaranteesuccessontheactualcertificationexamination.Peopleperformdifferentlyindifferentsituations.In astandardadministrationin aregulartestcenterwiththefull 100questions,youmaycorrectlyanswerapproximatelythesamepercentageofquestionsasyoudoin thesampletest.However,youmayalsoscorehigherorlower.

Using theReferencesProvided

Thereferencescitedfor thequestionswereidentifiedbecausetheydiscussthetopicareascoveredbythequestions.However,theexactanswertoaquestionmayormaynotbeincludedin thetextof thatreference.In manycases,thequestionrequiresyoutoapplythe

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eoneeptsdiseussedin therefereneeratherthanmerelytoknowthem.Therefore,inpreparationfor theexamination,youshouldgobeyondmemorizationof facts.You maybeaskedtoealeulateaparticularamount,toanalyzeasituation,tosolveaproblem,or [Oevaluateasetof eireumstances.However,nomatterwhattheparticulartaskin thequestionis, thereferenees(s)citedwiIl providethebasicinformation.

Preparing for theProduction Activity Control Examination

BesuretoreviewtheCPIM StudyGuidefrequentlyandthoroughly.Reviewthediseussionof theseopeof theexaminationandthecontentoutline.Readasmanyof thereferencematerialsasyoufeelyouneedtoin ordertocoverthetopieslistedonthecontentoutline.Itis extremelyunwisetolimityourstudytoonlythetopiesfoundin thissampletest.

GeneralSuggestionsfor Taking theActual Examination

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Useyourtimewisely.Do notspendtoomuehtimeononequestionif thatwill preventyoufromattemptingtoanswerothers.Everyquestionhasthesameweight.Answerthequestionsofwhichyouaresurefirst. Then,if youhavetime,gobacktotheonesthatyoufoundmoredifficult.Readeaehquestionearefullyandthoroughly.BesureyouknowexaetIywhatis beingasked.Reviewall thechoicesgivenbeforemakingyourselection.Payattentiontotheformatof thequestion.WatchfornegativelywordedquestionsthatincludethewordsEXCEPT, LEAST, orNOT. For these,youneedtoidentifytheexceptionfcomthefourchoices presented.

BecausescoresontheAPICS examinationsarebasedonthenumberof correctanswersandthereis nopenaltyfor incorrectanswers,youshouldguessevenif youareunsureof theanswer.It isparticularlyusefultoeliminateanychoicesyouarecertainareincorrectandthenmakeyourselectionfromthechoicesremaining.

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SampleDirections 3NPIPPAThesedirectionsarelocatedonthebackcoverof thetestbook.Y OUshouldbefamiliarwithall of thesebeforethestartof theexamination.

AmericanProductionandInventoryControlSociety

PRODUCTION ACTIVITY CONTROL EXAMINATION

GeneralInstructions

1. Y ouwill begiven3 hourstoworkonthistest,whichconsistsof 100multiple-choicequestions.

2. Your scoreis basedonthenumberof questionsyouanswercorrectly.You areadvisedtouseyourtimeeffectivelyandmarkthebestansweryoucantoeveryquestion,evenif youarenotsureof theansweryoumark. However,donotwasteyourtimeon questionsthataretoodifficultfor you. Go on tootherquestionsandcomebacktothedifficultoneslaterif youcan.

3. You maymakeanypreliminarynotesorcalculationsyouwish to in thetestbook.

4. y ouareto indicateyouranswerstoall questionsontheseparateanswersheetenclosed.No creditwill begivenforanythingwrittenin misexaminationbook. Theanswerspacesareletteredtocorrespondwimmelettersof mesuggestedanswerstothequestionsin misbook. Afteryouhavedecidedwhichof mesuggestedanswersis correct,fill in mecorrespondingspaceon theanswersheet.Be surethateachmarkis darkandcompletelyfills meanswerspace.

'-- 5. Mark onlyoneanswerforeachquestion.If morethanoneanswerspaceis markedfor aquestion,theanswerwillbecountedaswrong. If youchangeananswer,besurematmepreviousmarkis erasedcompletely.

Example1:

The capitalof meUnitedStatesis

(A) Ottawa,ONT(B) Washington,DC(C) New York, NY(D) Los Angeles,CA

Example11:

True statementsaboutPeruincludewhichof thefollowing?

I. It is ona peninsula.TI.Partof itsshorelinerunsalongmeAtlanticOcean.III. Itscapitalis Lima.

(A) I only(B) III only(C) I andTIonly(D) 1,TI,andIII

SampleAnswer

CD_CD0

SampleAnswer

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PRODUCTION ACTIVITY CONTROL

Directions'Eachof thequestionsor incompletestatementsbelowis followedby foursuggestedanswersor completions.Selecttheonethatis bestin eachcaseandthendarkenthecorrespondingspaceon theanswersheet.

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1. The mainobjectiveof line balancingin anassemblyoperationis to

(A) providemaximummobilityof operatorsbetweenassemblylines

(B) minimizethetotalnumberof partsrequiredfor eachassemblyline

(C) developworkstandardsfor cost-estimating'purposes

(D)distributetheworklOmaximizelineoutput

2. Increasedsupplierleadtimespromptthecustomerto

(A) carrysmallersafetystocks(B) carrylargersafetystocks(C) releasefewerordersto thesuppliers(D)do lessexpeditingwiththesupplier

3. The accuracyof inventorystockstatusinformationis mostimportantindeterminingwhether

(A) inventoryin stagingareasmustbefencedin

(B) computerizedmaterial-availabilitytestscanreplacephysicalstaging

(C) subassembliescanbypassthestoreroomson theirwayto final assembly

(D) thespacerequiredlOstagematerialisadequate

'- 4. If a job shopautomatesits tool-changingprocesstoreducesetuptimes,thechangewill resultin anincreasein whichof thefollowing?

(A) Annualnumberof shoporders(B) Queue(C) Leadtime(D)Lot size

5. WhenPareto'sLaw (80-20rule) is usedtoreduceleadtime,whichof thefollowingelementsshouldbeaddressedfirst?

(A) Movetime(B) Queuetime(C) Setuptime(D)Run time

6. A criticalratioof 0.75meanswhichof thefollowing?

(A) Job is aheadof scheduleby 25%.(B) Job is aheadof scheduleby 75%.(C) Job is behindscheduleby 25%.(D)Job is behindscheduleby 75%.

7. Whenexpeditingpurchasedpartsthatareneededfromthesupplierbeforetheoriginalduedate,a buyershouldfirst try to dowhichof thefollowing?(A) Buyall thepartsfromanalternatesource(B) Offer tode-expediteanotherpartthatis

neededlaterthantheoriginalduedate(C) Offer topaya premium(D) Increasesafetyleadtimeby oneweek

8. Shopfloor reportingrequireswhichof thefollowingdata?(A) Plannedorders(B) Inventorybalances(C) Definedworkcenters(D)Leadtimeoffsets

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9. Quantity=100pieces

10Saw20 Face30Turn40 Dril!50Grind

Queue~

12222

CycIeTimeperPiece

-LBJlJlli.l.1.1.5.3.4

Setupil:!Q.u.ill

22521

A one-shiftoperation,8 hours/daywith 100%efficiencyshouldbeassumed.

If theorderin thejob shopdescribedabovestartsonthebeginningof day1,whenwouldit befinished?

(A) Day20(B) Day23(C) Day28(D)Day30

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10.Whichof thefollowingis thefastestwaytoincreaseshopcapacity?

(A) Subcontracting(B) Schedulingovertime(C) Addinga secondor thirdshift(D) Increasinglot sizes

11.If aplantaddsa secondshift with capacityandefficiencyequalLOthatof thefirst shiftandinputremainsconstant,whichof thefollowingstatementsaretrue?

1.Plannedqueuetimesshouldbeadjusteddownward.

11.Leadtimethroughtheshopis reduced.111.Plannedsetupandruntimesshouldbe

reduced.

(A) 1and11only(B) 1andIII only(C) II andIII only(D)1,11,andIII

GO ON TO THE NEXT PAGE.

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Ollestions12-13referlOthefollowingdiagram.Assemb1yA consistsof anumberof partsandsllbassembliesasindicated.The totalleadtime,with no invenlOryonhandor in process,is fixedat8 periods,

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4 832 s 6 7

12.Ir thecurrentdateis thebeginningof Period1andthecustomerrequestdateis Period10,thelatestre1easeof PartsD and2 mustoccur

(A) in Periodsl and2, respectively(B) in Periods2 and3,respectively(C) in Periods3 and4, respectively(D)afterPeriod4

13.If thecurrentdateis thebeginningof Period4, schedulingAssemblyA for theearliestcompletiondateis anexampleof

(A) forwardscheduling(B) backwardscheduling(C) block scheduling(D)critical ratioscheduling

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14.Effectiveshopfloor controlscanimprovecustomerservicein whichof thefollowingways?

" 1.By reducingproductionleadtimen. By replenishingstockordersonschedule

m.By improvingpartsavailability

(A) 1only(B) l andIII only(C) n andIII on1y(D) l, n, andIII

15.lnventoryshrinkagehasoccurredwhenphysicalinvenlOrydollars areless thanbookinvenlOrydollars.Whatis theeffectof inventoryshrinkageona company'sprofitandlossstatement?

(A) Decreasein thecostof goodsmanufactured

(B) lncreasein invenlOrydollars(C) Decreasein salesdollars(D)Decreasein profits


2 I B

3

4 A

e

s

D

j~t'U't' A

16. Shop capacity is NOT directly affected by

(A) released orders(B) absenteeism(C) the numberof working shifts(O) operator efficiency

17.A WorkCenterWhere-Usedreportis helpfulfor whichof thefollowing?

I. Solvinganimbalancebetweeninputandoutput

n.Reroutingmaterialthatcontributesto anoverload

III. Oeterminingupperlevelor enditemusagewithinthebill of material

IV.Establishinglow levelcodesfor thepartmasterrecords

(A) I only(B) I andII only(C) II andIII only(O) III andIV only

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18.An effectivewaytoreducesequencingorpriorityproblemsis to

(A) reducetheamountof work in processon thefloor

(B) havemorefactorysupervision(C) issuea dailydispatchlist(O) increaseleadtimes

19.Underthegrouptechnologyconcept,whichof thefollowingis true?

(A) Like machinesshouldbegroupedinclusters.

(B) MachinesshouldbegroupedlOproducepartsof similarformo

(C) Tapecontrolledmachinesarerequired.(D)Manufacturingdepartmentsshouldbe

laid outaccordinglOfunction.

20. All of the following are requirementsforshop order releaseEXCEPT

(A) componentavailability(B) required date(C) dispatch list(O) tooling availability

'--"" 21.A productionfeedbacksystemreportsall ofthefollowingEXCEPT

(A) operationstart(B) ordercompletion(C) moves(O)materialallocations

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22.Whenrequiredcapacityexceedsdemonstratedcapacityfor a workcenter,thedispatchercando whichof thefollowing?

I. Usealternaterouting.n. Shift workassignments.

III. Increasenumberof workers.IV.Addmachines.

(A) I and II only(B) II and IV only(C) III and IV only(D) I, II, and IV only

23.Whichof thefollowingarefunctionsof asupplier.scheduler?

I. Selectingsuppliersn. Negotiatingpriceswith suppliers

III. Releasingordersto suppliersIV.Expeditingsuppliers'orders

(A) I andII only(B) III andIV only(C)1, II, andIII only(O) I, II, III, andIV

24.Whichof thefollowingareamongthecharacteristicsof flow controlscheduling?

I. Measuringmovementpastcontrolpointsn. Knowingcapacitiesandplannedrates

III. Matchingworkin processto specificcustomers

(A) I andII only(B) I andIII only(C) II andIII only(D) I, II, andIII

25. If it is assumedthatmaterial,labor,andoverheadcostsremainconstantandthatpurchasedandrawmaterialareavailable,whatis theeffecton inventorydollarsof areductionin theplannedandactualshopleadtimesonmanufacturedparts?(A) Inventorydollarsdecrease.(B) Inventorydollarsincrease.(C) Inventorydollarsdo notchange.(O)Theeffecton invenlOrydollarscannot

bepredicted.


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Ouestions 26-28 refer to the followinginformation about Work Center 1170.

Week

WORK CENTER 1170

1.5..3.l.5A 122 li6. lil

Actual InputActualOutput

240 120 200 150 190190 200 200 200 210

~ All figuresarein standardhours.

26.Problemsillustratedin theinput/outputcontrolchartaboveinc1udewhichof thefollowing?

1.Leadtimeinflationn.Erratic input

III. Inability toplanandcontroloutputrates

(A) 1only(B) II only(C) II andIII only(D)1,1I,andIII

27.Whatis thechangein theworkcenter'sbacklog,in standardhours,fromweek153through157?(A) Minus 50(B) Minus 100(C) Plus 50(D)-Plus100

28.Whatplanneduniforminputratein thepartiallycompletedinput/outputcontrolchartwill yielda cumulativedeviationofinputequaltozero(O)?

, (A) 180(B) 190(C) 200(D)210

29. In a productioncontrolsystemdesignedfora JIT job shopenvironment,theprioritycontrolfunctionis bestaccomplishedthroughtheuseof

(A) a MasterProductionSchedule(B) a movecard(C) a materialissuecard(D)aninput/outputcontrolreport

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30. Which of the following factors mostaffectsthe actual queue time of a job at a workcenter?

(A) The size of the queue(B) The lot size of thejob(C) The priority of the job(D) The utilization of thework center

31.Timeremaining(excludingbehindschedule)

Workremaining

Whichof thefollowingstatementsaretrueaboutthesimplifiedpriorityruleabove?

1.Thesmallerthefraction,thehigherthepriority.

n. Workremainingcanstayconstantfromdaytoday.

III. Timeremainingcanstayconstantfromdaylo day.

(A) 1andII only(B) 1andIII only(C) II andIII only(D)1,1I,andIII

x. 32.Whenallocatedon thebasisof historicaldirectlaborhours,overheadwill beproperlyabsorbedif whichof thefollowingis true?(A) Totalvolumeincreases.(B) Totalvolumedecreases.

> (C) Totalvolumeremainsunchanged.(D)Fixedcostsdecrease.

33.Characteristicsof repetitivemanufacturingfacilitiesinc1udewhichof thefollowing?

1.Useof schedulesinsteadof job ordersn. Minimalnumberof transactions

III. Workin processinventoryreHefbypost-deduct

(A) 1only(B) III only(C) II andIII only(D)1,II, andIII

34.A manufacturingcompanyshoulduseblockschedulingwhenwhichof thefollowingis true?

(A) Precisestartandfinishdatesarerequired.

(B) Long leadtimesareacceptable.(C) Insufficientdataexistsfor operations

timescheduling.(D)Critical ratioprioritiesareusedfor

dispatching.

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'< 35.All of thefollowingreportsof shopflooractivityrepresentvalidtransactionsEXCEPT

(A) endof shiftreport(B) teamactivityreport(q changetoa plannedorder(D) requestfor toolassistance

36.Whichof thefollowingarefunctionsofProductionActivityControl?

1.SchedulingorderduedatesV' n. Schedulingworkcenters" III. Settingprioritiesfor manufacturing

orders

(A) 1andIl only(B) 1andIII only

, (q II andIII only(D)1,Il, andIII

Ouestions37-38arebasedon thefollowing.

An orderfor 100piecesis runningatOperation1.

37.Twentypieceshavebeenreportedascompletedandmovedto Operation2. Thedispatchlist generatedatthispoint in timeshowshowmanyhoursremainingforOperation1?(A) 4(B) 20(q 21(D)25

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38.If 20piecesof anorderfor 100piecesarescrappedatOperation1, howmanystandardhoursof workwill berequiredatOperation2?

(A) 4(B) 5(C) 6(D)7

39.Whichof thefollowing files wouldcontaindataonmovementof releasedorders?

(A) Partmaster(B) Routing(q Workcenter(D)Openorder

40.Laborreportingaccuracymaybe improvedby all of thefollowingEXCEPT

(A) checkingto seethatthepersonwhoclockedon thejob alsoc1ockedoffthejob

(B) checkingtoseethatthequantityreportedfinishedis notgreaterthanthequantityreportedfinishedonpreviousoperations

(q collectingalllabor ticketsattheendoftheweek

(D)havingprepunchedlaborticketsshowingworkordernumber,partnumber,andoperationnumber

41.Networkanalysis(PERT/CPM) is aschedulingtechniqueusedprimarilyin

(A) job shopswheremanyalternateroutingsarepossible

(B) continuousprocesscompaniesusingflow control

(q companiesworkingonprojectsthathavefairly well definedbeginningsandendings

(D)companiesusingcomputeraidedmanufacturing(CAM) applications


Ii

I

ROUTING

RunOperation Setup (standardhoursNumber (standardhours) perpiece)

1 1.0 .252 2.0 .05

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1

I,

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Ouestions42-43referlOthefollowingscheduleof a twooperationjob.

42. It canbeconcludedfromSituationB ontheschedulethat

(A) OperationlQ is nota setupoperationif Operation20is a runoperation(B) totaljob durationhasbeenincreasedduetooperationoveriap(C) thepercentageof operationoverlapis differentfromthatin SituationD(D) it is impossibletOoverlapOperation10withOperation20

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Situation

(6)@

@@

43.Basedontheschedule,accurateconclusionsincludewhichof thefolJowing?

1.Increasingthenumberof shiftshasgreaterimpactonoveralJleadtimethanoverlappingoperations.

n. Increasingthenumberof shiftshaslessimpactonoverallleadtimethanoveriappingoperations.III. The combinationof overlappingoperationsandincreasingthenumberof shiftswill resultin the

shortestoverallleadtime.

(A) 1only(B) II only(C) 1andIII only(D) II andIII only

x 44. Throughputis generalJyafunctionof whichof thefollowing?

1.Machineutilizationn. LaborratesIII. Laborefficiency

. (A) 1only-(B) 1andIII only(C) II andIII only(D)1,Il, andIII

x; 45.The mostsignificantfactoraffectingthedifferencebetweenplannedleadtimeandactualleadtimefor aspecificorderorbatchin a shopis

(A) priority(B) capacity

. (C) queues(D) componentavailability


oNumber ScheduleDays

of Scheduling',

Condition '

1 I 2Shifts ' 3 4 5 6 7 X 9 10 11 12o"

1 Standard1020 I

I Overlap1020

2 Standard10 I20

2 OverIap10

I I20

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46.Which of thefollowingarereasonsforpurchasingoutsidecapacity?

1.It cutsdownon trainingcostsfor newemployees.

n. It permitsincreasedoutputwithnoadditionalcapitalinvestment.

In. Ir reducesovertime.

(A) 1andn only(B) 1andIII only(C) II andIII only(D)1,n, andIII

47. A planttreatsa suppliermostsimilarlytoan insideworkcenterwhenwhichof thefollowing is trueaboutoutsidepurchases?(A) Theyaremadefor completed

components.(B) Theyaremadeatapresentstandard

cost.(C) Theyarehandledbybuyingcapacity.(D)Theyarecompetitivelyquoted.

'---' 48. After MaterialRequirementsPlanninghasbeenrun,whichof thefollowingis thenormalsequenceof theitemsbelow?

1.Orderreleasen. Dispatchlist

In.MaterialavailabilitycheckingIV.MRP orderactionreport

(A) 1,n, III, IV(B) II, III, IV, 1(C) III, IV, n, 1(D) IV, III, I! II

Onestions49-50arebasedonthefollowinginformationaboutanemployee.

Hoursin attendanceDirecthoursonproductionStandardhoursperpiecePiecesproduced

1081

10

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49. Whatis theefficiencypercentagefor thisemployee?

(A) 80%(B) 100%(C) 125%(D) 133%

50.Whatis theutilizationpercentagefor thisemployee?(A) 80%(B) 100%(C) 125%(D) 133%

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51.Whichof thefollowingconditionswouldbeconduciveto lot splitting?

1.An operatoris ableto runmultiplemachinesatthesametime.

n.Theproductleadtimeis short.In. Idleduplicateequipmentis available.IV.A highratioof runtimetosetuptime

exists.

(A) 1only(B) III only(C) II andIV only(D)1,III, andIV only

52. In PlantX, flow of purchasedpartsis fromreceiptatdocktoreceiving/inspectiontoreceiptatstores.In theMRP system,inventoryonhandis increasedwhenmaterialis receivedatstores.Whichof thefollowingstatementsaretrueaboutthissituation?

1.A supplierdeliveryperformancemeasurementshouldbebasedonactualreceiptsatdockversusschedule.

n.Purchaseordersshouldbeclosedwhenall partsarereceivedatstores.

In. A resourceconstraintcou1dcausepartstobereceivedatthedockbutnotintostoresonschedule.

(A) 1andn only(B) 1andIII only(C) n andIII only(D)I, n, andIII

>( 53.If anorder'sscrapexceedsits scraprate,allof thefollowingarelike1ytooccurEXCEPT:

(A) Thenextorderwill berescheduledtoanearlierdate.

(B) Runtimefor theorderwill be less thanthep1annedruntime.

(C) Capacityrequirementswill change.(D)Actualsetuptimefor theorderwill be

lessthanplannedsetuptime.

54.Theplannedinputto aworkcenterfor aninput/outputcontrolreponis derivedfromwhichof thefollowing?

1.Theplannedordersn.Thereleasedorders

In.Theexistingworkcenteractualinput

(A) 1only(B) 1andn only(C) n andIII only(D)1,n, andIII


.

55. Shifts/DayMachineHours/ShiftLaborHours/ShiftEfficiencyUtilization

2322490%80%

Assumingtheaboveworkis laborconstrained,theeffectivedailycapacityexpressedin standardhoursof outputis(A) 17(B) 35(C) 43(D)46

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56. A standardcostcanbeusedfor whichof thefollowing?

. 1.Measuringmanufacturingperformance- n.ABC inventoryvalueanalysis. III. Productcostbuildup

(A) I andn only(B) I andIII only(C) n andIII only(D) 1,n, andIII

57. In a job shop,workin processinventorycanbereducedby doingwhichof thefollowing?

1.Using lot-for-Iotquantitiesn. Minimizing setuptime

III. Improvingmaterialmovement

(A) I andn only(B) I andIII only(C) n andIII only(D)1,n, andIII

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STOP

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58.Whichof thefollowingstatementsaboutfinite capacityloadingaretrue?

1.It requirescheckingwhethercapacityisavailablein thetimeperiodrequired.

n. It is amoredetailedprocessthaninfinitecapacityloading.

III. It requiresrecalculatingloadswhenthescheduleis missed.

IV.It requirestheability lo determineprioritieswhenloadingjobs.

(A) I andn only(B) III andIV only(C) n, III, andIV only(D)1,n, III, andIV

59.Whenthestockroomissuespartsfor aplannedassembly,reductionincludeswhichof thefollowing?

1.On handn.Allocation

III. On order

(A) I only(B) I andn only(C) II andIII only(D)1,n, andIII

60.ProductionActivityControlis ascritical ina make-to-stockcompanyasit is in a make-lO-ordercompanyforwhichof thefollowingreasons?

(A) Finishedgoodsinvenloryactsasacushionbetweentheendof productionandthecustomersfor bothtypesofcompanies.

(B) Bothtypesof companiesrequirecontrolof therateof progressof aproductthroughthemanufacturingprocess.

(C) Theprogressof anorderthroughmanufacturingis aspredictablein amake-to-stockcompanyasin amake-to-ordercompany.

(D)A make-to-stockcompanymustdevelopa safetystockin orderto meet-unexpectedcustomerdemando

IF YOU FINISH BEFORE TIME IS CALLED, YOU MAY GO BACK AND CHECK YOUR WORK OR

ANSWER QUESTIONS YOU MAY RAVE OMITTED.

j\H'H'l-'A -1D-

Note: ThefirstrefereneelOatextincludesall neeessarypublishinginformation;subsequemrefereneesineludeon1yauthor's1astname,booktitle,applicab1eedition,andchapters.

Item Number Key Reference

D G. W. P1oss1,ProduclionandInvenlOryControl: PrincipIesandTechniques2ded.,(EnglewoodCliffs, NJ: Prentice-Hall,1985),Chapter10.

J. H. B1ackstone,CapacityManagement(Cincinnati,OH: South-WesternPublishingCompany,1989),Chapter10.

D. W. Fogarty,J. H. B1ackSlOne,andT. R. Hoffmann,ProductionandlnventoryManagement(Cineinnati,OH: South-WesternPublishingCompany,1991),Chapter17.

2 B P1oss1,ProductionandlnventoryControl2ded.,Chapters8 and11.

R. L. HarmonandL. D. Peterson,ReinventingtheFactory: ProductivityBreakthroughsinManufacturngToday(NewYork: TheFreePress,1990),Chapter8.

"-./ C. J. MeNair,W. Moseoni,andT. Norris,BeyondtheBotlomUne:MeasuringWorldClassPerformance(Homewood,IL: DowJones-Irwin,1989),Chapter3.

3 B HarmonandPeterson,ReinventingtheFactory: ProductivityBreakthroughsinManufacturingToday,Chapter6.

4 A HarmonandPeterson,ReinventingtheFactory: ProductivityBreakthroughsinManufacturingToday,Chapter5.

5 B P1oss1,ProductionandInvenlOryControl2ded.,Chapter9.

T. E. Vollmann,W. L. Berry,andD. L. Whybark,ManufacturingPlanningandControlSystems3ded.,(Homewood,IL: DowJones-Irwin,1992),Chapter5.

B1aekstone,CapacityManagement,Chapter5.

6 C Vollmann,Berry,andWhybark,ManufacturingPlanningandControlSystems3ded.,Chapter5.

B1ackstone,CapacityManagement,Chapter7.' 1

Fogarty,B1ackstone,andHoffmann,ProductionandInventoryManagement,Chapter14.

7 B MeNair,Moseoni,andNorris,BeyondtheBotlOmUne: MeasuringWorldClassPerformance,Chapter3.

,I

.1

11 A

12 c

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13 A

14 D

15 D

'-' 16 A

-17- 3NPIPPA

Reference

Fogarty,Blackstone,andHoffmann,ProductionandlnvenwryManagement,Chapter14.

Fogarty,Blackstone,andHoffmann,ProductionandlnventoryManagement,Chapter14.

Plossl,ProductionandlnvenwryControl2ded.,Chapter11.

M. M. UmbleandM. L. Srikanth,SynchronousManufacturing(Cincinnati,OH:South-WestemPublishingCompany,1990),Chapter7.

Blackstone,CapacityManagement,Chapter1.



Vollmann,Berry,andWhybark,ManufacturingPlanningandControlSystems3ded.,Chapter5.

R. .W.Hall,AttainingManufacturingExcellence(Homewood,IL:DowJones-Irwin,1987),Chapter7.

Fogarty,Blackstone,andHoffmann,ProductionandlnvenwryManagement,Chapter14.

Fogarty,Blackstone,andHoffmann,ProductionandInvenwryManagement,Chapter13.


Hall,AttainingManufacturingExcellence,Chapter7.

McNair,Mosconi,andNorris,BeyondtheBottomUne:MeasuringWorldClassPerformance,Chapter2.

McNair,Mosconi,andNorris,BeyondtheBottomLine:MeasuringWorldClassPerformance,Chapter6.


Fogarty,Blackstone,andHoffmann,ProductionandInvenwryManagement,Chapter13.


Item Number Key

8 C

9 C

10 B

3NPIPPA

Item Number Key

B17

18 A

19 B

~'

23 B

'-'"24 A

-18-

Reference

BlackstOne,CapacityManagement,Chapter2.

McNair,Mosconi,andNorris,BeyondtheBottomLine:MeasuringWorldClassPerformance,Chapter9.

APICS Dictionary7thed.,(1991).

Plossl,ProductionandInventoryControl2ded.,Chapter11.

HarmonandPeterson,ReinventingtheFactory: ProductivityBreakthroughsinManufacturingToday,Chapters5 and8.

Fogany,Blackstone,andHoffmann,ProductionandInventoryManagement,Chapter17.

HarmonandPeterson,ReinventingtheFactOry:ProductivityBreakthroughsinManufacturingToday,Chapters4 and5.

McNair,Mosconi,andNorris,BeyondtheBottOmLine: MeasuringWorldClassPerformance,Chapter2.

R. J. Schonberger,WorldClassManufacturing:TheLessonsofSimplicityApplied(NewYork: TheFreePress,1986),Chapter6.

Fogarty,Blackstone,andHoffmann,ProductionandInventoryManagement,Chapter14.



Plossl,ProductionandInventoryControl2ded.,Chapter11.

HarmonandPeterson,ReinventingtheFactory: ProductivityBreakthroughsinManufacturingToday,Chapter8.


APICS Dictionary7thed.,(1991).

Plossl,Productionand1nventoryControl2ded.,Chapter11.


Blackstone,CapacityManagement,Chapters4 and9.

20 C

21 D

22 A

Item Number

25

26

27

"-../

28

29

30

'--/ 31

32

Key

A

B

B

A

B

c

A

c

-19- 3NPIPPA

Reference

McNair,Mosconi,andNorris,BeyondtheBottomUne: MeasuringWorldClassPerformance,Chapter6.



Plossl,ProductionandInventoryControl2ded.,Chapters10and11.

Vollmann,Berry,andWhybark,ManufacturingPlanningandControlSysIems3ded.,Chapter4.


Plossl,ProductionandInventoryControl2ded.,Chapters10and11.



Plossl,ProductionandInvenlOryControl2ded.,Chapters10and11.

Vollmann,Berry,andWhybark,ManufacIuringPlanningandControlSystems3ded.,Chapter4.

Fogarty,Blackstone,andHoffmann,ProductionandInvenlOryManagement,Chapter14.


Vollmann,Berry,andWhybark,ManufacturingPlanningandControlSystems3ded.,Chapter3. -





McNair,Mosconi,andNorris,BeyondtheBottomLine: MeasuringWorldClassPerformance,Chapter6.

Blackstone,CapaciIyManagement,Chapter12.

...i

3NPIPPA

Item Number Key

33 D

34 c

35 c

36 c" '

41 c

'--'42 A

43 c

-20-

Reference

Fogarty,Blackstone,andHoffrnann,ProductionandlnventoryManagement,Chapter17.

Schonberger,WorldClassManufacturing:TheLessonsofSimplicityApplied,Chapter10.

BlackstOne,CapacityManagement,Chapter1.

Plossl,ProductionandlnventoryControl2ded.,Chapter10.


Fogarty,Blackstone,andHoffrnann,ProductionandInventoryManagement,Chapter14.


APlCS Dictionary7thed.,(1991).






McNair,Mosconi,andNorris,BeyondtheBottomUne: MeasuringWorldClassPerformance,Chapters9 and10.

Plossl,ProductionandlnventoryControl2ded.,Chapter10.




Fogarty,Blackstone,andHoffrnann,ProductionandInventoryManagement,Chapter14.

1/

37 B

38 C

39 D

40 C

Item Number

44

45

46

47\ ;

48

49

50

51

~52

Key

B

A

D

c

D

c

A

D

D

-21- 3NPIPPA

Reference


Fogarty,Blaekstone,andHoffmann,ProductionandInventoryManagement,Chapter13.

MeNair,Moseoni,andNarris,BeyondtheBottomUne: MeasuringWorldClassPerformance,Chapter6.



Blaekstone,CapacityManagement,Chapters3 and5.


Fogarty,Blaekstone,andHoffmann,ProductionandInventoryManagement,Chapters15and17.

HarmonandPeterson,ReinventingtheFactory:ProductivityBreakthroughsinManufacturingToday,Chapters8 and10.

MeNair,Moseoni,andNorris,BeyondtheBottomUne: MeasuringWorldClassPerformance,Chapter3.



Blaekstone,CapacityManagement,Chapter3.





MeNair,Moseoni,andNorris,BeyondtheBottomUne: MeasuringWorldClassPerformance,Chapter3.

Hall,AttainingManufacturingExcellence,ChapterS.

3NPIPPA

Item Number

53

54

55

.""-../56

57

58

59

60

'--'"

Key

D

B

B

D

D

D

B

B

-22-

Reference

Fogarty,Blackstone,andHoffmann,ProductionandlnvemoryManagement,Chapter14.

McNair,Mosconi,andNorris,BeyondtheBottomLine: MeasuringWorldClassPerformance,Chapter10.

Plossl,ProductionandlnventoryComrol2ded.,Chapter10.

Fogarty,Blackstone,andHoffmann,ProductionandlnvemoryManagemem,Chapter14.





HarmonandPeterson,ReinventingtheFactory:ProductivityBreakthroughsinManufacruringToday,Chapters6 and8.

UmbleandSrikanth,SynchronousManufacruring,Chapter3.

Blackstone,CapacityManagemem,Chapter5.


VoIlmann,Berry,andWhybark,ManufacturingPlanningandControlSystems3ded.,Chapter5.


Fogarty,Blackstone,andHoffmann,ProductionandlnvemoryManagement,Chapter14.

McNair,Mosconi,andNorris,BeyondheBottomUne: MeasuringWorldClassPerformance,Chapter2.


CPIM Sample Test - Production Activity Control

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Transcript of CPIM Sample Test - Production Activity Control