2024 Valid CPIM-8.0 Real Exam Questions (Updated) 100% Dumps & Practice Exam
[UPDATED 2024] APICS CPIM-8.0 Questions Prepare with Free Demo of PDF
NEW QUESTION # 34
Which of the following statements is true about the meantime between failures (MTBF) measure?
- A. It is a useful measure of reliability.
- B. It is the same as operating life or service life.
- C. An increase in MTBF is proportional to anincrease inquality.
- D. It is used for non-repairable products.
Answer: A
Explanation:
Mean time between failures (MTBF) is the average time that elapses from one unplanned breakdown to the next, under normal operating conditions. It is a useful measure of reliability because it indicates how long a repairable system typically operates before failing. Reliability is the absence of unplanned downtime, and MTBF measures how often a system stops performing as expected. The other statements are not true about MTBF. MTBF is not used for non-repairable products, as they cannot be fixed and put back into operation after a failure. For non-repairable products, mean time to failure (MTTF) is used as a measure of reliability.
MTBF is not proportional to quality, as quality is a broader concept that encompasses not only reliability, but also performance, durability, and customer satisfaction. MTBF is not the same as operating life or service life, as they referto the total time that a system can function before reaching the end of its useful life, while MTBF refers to the average time between failures within the operating life. References: Mean Time Between Failures (MTBF): How to Calculate & Increase, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 35
Which of the following is the fundamental difference between finite loading and other capacity planning approaches?
- A. It is highly dependent on advanced computer software to function effectively.
- B. It considers adjustments to plans based on planned capacity utilization.
- C. It can use historical information to drive decision-making processes.
- D. It is only managed by shop floor supervisors.
Answer: B
Explanation:
Finite loading is a capacity planning approach that takes into account the available capacity of the resources and does not allow overloading. It considers adjustments to plans based on planned capacity utilization, which means that it can change the start or end dates of the operations to avoid exceeding the capacity limits. This way, finite loading ensures that the production schedule is realistic and feasible. Other capacity planning approaches, such as infinite loading, do not consider adjustments to plans based on planned capacity utilization. Infinite loading ignores the capacity constraints and schedules the operations based on the due dates and the lead times, regardless of the resource availability. This may result in overloading the resources and causing delays or disruptions in the production process. Therefore, the fundamental difference between finite loading and other capacity planning approaches is that finite loading considers adjustments to plans based on planned capacity utilization, while other approaches do not. References:
CPIM Part 2 Exam Content Manual, p. 48
The Difference Between Finite Capacity Scheduling and Infinite Capacity Loading FINITE LOADING
NEW QUESTION # 36
The master schedule is an Important tool in the sales and operations planning (S&OP) process because it:
- A. represents the forecast before changes are made in S&OP.
- B. represents the forecast with less detail.
- C. balances supply and demand at the sales volume level.
- D. balances supply and demand at the product mix level.
Answer: D
Explanation:
The master schedule is an important tool in the sales and operations planning (S&OP) process because it balances supply and demand at the product mix level. The master schedule is a detailed plan that specifies the quantity and timing of each end item or product family to be produced. It is derived from the aggregate production plan, which is the output of the S&OP process. The master schedule helps to translate the aggregate plan into specific product requirements and to allocate the available capacity to meet the demand. The master schedule also provides input to the material requirements planning (MRP) and capacity requirements planning (CRP) systems, which further refine the production plan at the component and resource levels. The other statements are not true about the master schedule. The master schedule does not represent the forecast before changes are made in S&OP, as the forecast is an input to the S&OP process, not an output. The master schedule does not represent the forecast with less detail, as the master schedule is more detailed than the forecast, which is usually expressed in aggregate terms. The master schedule does not balance supply and demand at the sales volume level, as the sales volume level is the level of the aggregate production plan, not the master schedule. References: Master Schedule | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 37
Which of the following environments is most suitable for the use of kanban systems?
- A. Stable and predictable demand
- B. Intermittent production
- C. Short product life cycles
- D. High levels of customization
Answer: A
Explanation:
Kanban is a pull system that uses visual signals to trigger the replenishment of materials or parts. It works best in environments where the demand is stable and predictable, and the production process is continuous and standardized. Kanban helps to reduce inventory, waste, and lead time by synchronizing the production and consumption rates. Kanban is not suitable for environments where the demand is volatile, the product life cycle is short, the production process is intermittent, or the product is highly customized. These factors would require frequent changes in the kanban system and reduce its effectiveness. References:
*CPIM Part 1 Study Guide, Chapter 4: Demand Management, Section 4.3: Pull Systems and Kanban
*CPIM Part 2 Study Guide, Chapter 1: Execution of Operations, Section 1.4: Lean Production and JIT
*What Is the Kanban System? - Investopedia
*Kanban - What Is it? | Lean Enterprise Institute
NEW QUESTION # 38
What activity is a useful element in the change process?
- A. Creating short-term wins
- B. Performing a SWOT analysis
- C. Calculating a break-even point
- D. Developing key performance indicators (KPIs)
Answer: A
Explanation:
Creating short-term wins is a useful element in the change process because it helps to build momentum, motivate the team, and overcome resistance. Short-term wins are concrete achievements that demonstrate the benefits of the change and provide evidence that the efforts are paying off. They also help to create a sense of urgency and alignment among the stakeholders involved in the change process. Calculating a break-even point, performing a SWOT analysis, and developing key performance indicators (KPIs) are all important tools for planning and evaluating the change process, but they are not as effective as creating short-term wins in generating support and commitment for the change. References: Change Management: The Kotter Model, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 39
Reducing distribution network inventory days of supply will have which of the following Impacts?
- A. Increase turnovers and increase cash-to-cash cycle time.
- B. Decrease turnovers and increase cash-to-cash cycle time.
- C. Increase turnovers and reduce cash-to-cash cycle time.
- D. Decrease turnovers and reduce cash-to-cash cycle time.
Answer: C
Explanation:
Inventory days of supply (IDS) is a measure of how long it takes for a company to sell its entire inventory.
Reducing IDS means that the company is selling its inventory faster, which increases the inventory turnover ratio. Inventory turnover ratio is the number of times a company sells and replaces its inventory in a given period. A higher inventory turnover ratio indicates that the company is more efficient in managing its inventory and generating sales. Reducing IDS also means that the company is reducing the time between paying its suppliers and receiving payment from its customers, which reduces the cash-to-cash cycle time.
Cash-to-cash cycle time is the number of days a company's cash is tied up in its operations. A lower cash-to-cash cycle time indicates that the company is more efficient in converting its inventory into cash and improving its liquidity. Therefore, reducing distribution network inventory days of supply will have the impact of increasing turnovers and reducing cash-to-cash cycle time. References:
Gartner's Top Actions for Supply Chain Inventory Reduction
Inventory Days Of Supply | Supply Chain KPI Library | Profit.co
Maximizing Efficiency: Understanding Inventory Days of Supply in - oboloo
NEW QUESTION # 40
Improvements in an Input/output control (I/O control) system will most likely lead to:
- A. flattened bills of material (BOMs).
- B. reduction in queue size and queue time.
- C. a change in operation sequencing.
- D. fewer engineering change notifications.
Answer: B
Explanation:
Improvements in an input/output control (I/O control) system will most likely lead to a reduction in queue size and queue time. An I/O control system is a method of managing the flow of work orders in a production system by matching the input rate to the output rate. The input rate is the number of work orders that are released to the shop floor in a given period. The output rate is the number of work orders that are completed and shipped to the customers in a given period. An I/O control system aims to keep the input rate equal to the output rate, or slightly lower, to avoid overloading the system and creating excess inventory. By improving the I/O control system, the production system can achieve a smoother and more balanced flow of work orders, which reduces the queue size and queue time at each work center. Queue size is the number of work orders that are waiting to be processed at a work center. Queue time is the amount of time that a work order spends in the queue before being processed. A reduction in queue size and queue time can improve the production efficiency, quality, and flexibility, as well as the customer service and satisfaction. The other options are not correct, as they are not the most likely outcomes of improvements in an I/O control system, but rather possible effects of other factors or methods:
Flattened bills of material (BOMs) are the result of simplifying the product structure and reducing the number of components or levels in a BOM. Flattened BOMs can reduce the complexity and lead time of the production process, but they are not directly related to the I/O control system.
A change in operation sequencing is the result of altering the order or priority of the work orders or operations in a production system. A change in operation sequencing can affect the production flow and capacity, but it is not necessarily caused by the I/O control system.
Fewer engineering change notifications are the result of minimizing the changes in the product design or specification during the production process. Fewer engineering change notifications can reduce the disruption and cost of the production process, but they are not directly related to the I/O control system.
References:
[CPIM Part 2 - Section A - Topic 2 - Capacity Planning]
Input/Output Control | SpringerLink
Input/Output Control - an overview | ScienceDirect Topics
Input/Output Control - InventoryOps.com
NEW QUESTION # 41
Which of the following inventory management techniques is most responsive to changes in demand levels?
- A. ABC classification
- B. Cycle counting
- C. Two-bin system
- D. Periodic review system
Answer: D
Explanation:
A periodic review system is an inventory management technique where the inventory level is checked at fixed intervals and replenishment orders are placed according to the current demand and inventory position. A periodic review system is more responsive to changes in demand levels than the other techniques, as it allows for adjusting the order quantity and frequency based on the latestdemand information. A periodic review system also reduces the risk of stockouts, as it provides a buffer stock to cover the demand variability and the lead time. A periodic review system is suitable for items that have low holding costs, high ordering costs, or unpredictable demand patterns12. References: Periodic Review System - Inventory Management - MBA Knowledge Base, Inventory Management: How to Organize and Plan Effectively - G2
NEW QUESTION # 42
How would a master production schedule (MPS) be used In an assemble-to-order (ATO) manufacturing environment?
- A. Subassemblies are scheduled in the MPS when the customer order is received, and production can start.
- B. Typically, the MPS is not used in companies using an ATO manufacturing strategy.
- C. Often In an ATO environment, the MPS is created once a year and only revised if a product is discontinued.
- D. The MPS is used to plan subassemblies and components; end items are only scheduled when a customer order is received.
Answer: D
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 # 43
Risk pooling would work best for items with:
- A. low demand uncertainty and short lead times.
- B. high demand uncertainty and short lead times.
- C. low demand uncertainty and long lead times.
- D. high demand uncertainty and long lead times.
Answer: D
Explanation:
Risk pooling is the concept of reducing the variability in demand for raw materials or finished goods by aggregating demand across multiple locations or products1. By doing so, the demand fluctuations are more likely to cancel out each other, resulting in a lower safety stock and inventory cost. Risk pooling works best for items with high demand uncertainty and long lead times, because these items have the highest risk of stockouts and the highest inventory holding cost. If the demand uncertainty is low, there is less need for risk pooling, as the demand can be easily forecasted and met. If the lead time is short, the replenishment orders can be placed more frequently and adjusted to the actual demand, reducing the need for safety stock and risk pooling2. References: 1 Inventory risk pooling definition - AccountingTools 3 2 Supply Chain Management:
Risk pooling - UNB 4
NEW QUESTION # 44
During the sales and operations planning (S&OP) process, which of the following tasks is the primary responsibility of the functional representatives on the supply planning team?
- A. Communicating when an event will prevent meeting the supply plan
- B. Ensuring that the functional objectives are considered when developing the plans
- C. Understanding how to use the plan to improve functional performance
- D. Identifying reasons why the demand plan is not realistic
Answer: B
Explanation:
The supply planning team is responsible for developing a supply plan that balances the demand plan with the available resources and capacities. The functional representatives on the supply planning team, such as production, procurement, engineering, and finance, need to ensure that their functional objectives are considered when developing the plans. For example, production needs to consider the impact of the supply plan on the production schedule, capacity utilization, and labor requirements. Procurement needs to consider the impact of the supply plan on the supplier relationships, lead times, and inventory levels. Engineering needs to consider the impact of the supply plan on the product design, quality, and innovation. Finance needs to consider the impact of the supply plan on the costs, revenues, and profitability. By ensuring that the functional objectives are considered, the supply planning team can create a feasible and optimal supply plan that aligns with the overall business strategy12. References: 1 S&OP: A Comprehensive Overview of Sales and Operations Planning 3 2 CPIM Exam References - Association for Supply Chain Management 1
NEW QUESTION # 45
The primary consideration In maintenance, repair, and operating (MRO) supply systems typically is:
- A. stockout costs.
- B. order quantity.
- C. shelf life.
- D. carrying costs.
Answer: A
Explanation:
Maintenance, repair, and operating (MRO) supply systems are essential for ensuring the availability and reliability of equipment and infrastructure used in production processes. MRO supplies include items such as spare parts, tools, lubricants, cleaning materials, and safety equipment. The primary consideration in MRO supply systems typically is stockout costs, which are the costs incurred when an item is not available when needed. Stockouts can cause production delays, equipment breakdowns, customer dissatisfaction, and lost sales opportunities. Therefore, it is important to maintain adequate inventory levels of MRO supplies to avoid stockouts and ensure uninterrupted operations. Order quantity, carrying costs, and shelf life are also important factors in MRO supply systems, but they are not the primary consideration. Order quantity is the amount of MRO supplies ordered at a time, which affects the ordering costs and the inventory levels. Carrying costs are the costs of holding MRO supplies in inventory, which include storage, handling, insurance, and obsolescence costs. Shelf life is the period of time that MRO supplies can be stored before they expire or deteriorate, which affects the inventory turnover and the waste disposal costs. These factors need to be balanced with the stockout costs to optimize the MRO supply systems. References:
CPIM Part 2 Study Guide, Chapter 6: Inventory Management, Section 6.3: Inventory Management for Independent Demand Items What is maintenance, repair and operations | IBM, Section: Why should you care about MRO?
Maintenance, Repair, and Operations/Overhaul (MRO) - A Complete Guide, Section: Understanding MRO
NEW QUESTION # 46
Forecast error typically triggers forecast revision when it is:
- A. caused by random variation.
- B. continually increasing.
- C. used in computing the tracking signal.
- D. associated with the Introduction stage of the product life cycle.
Answer: B
Explanation:
Forecast error is the difference between the actual demand and the forecasted demand for a given period.
Forecast error can be caused by various factors, such as changes in customer preferences, market conditions, competitor actions, or random variation. Forecast error can be measured using different methods, such as mean absolute deviation (MAD), mean absolute percentage error (MAPE), or tracking signal. Forecast error typically triggers forecast revision when it is continually increasing, which indicates that the forecast model is not capturing the underlying demand pattern or trend. A continually increasing forecast error can lead to poor customer service, excess or obsolete inventory, or lost sales opportunities. Therefore, it is important to monitor the forecast error and revise the forecast when necessary to improve the forecast accuracy and reliability.
Forecast error does not trigger forecast revision when it is used in computing the tracking signal, associated with the introduction stage of the product life cycle, or caused by random variation. These are not valid reasons for revising the forecast, as they do not indicate a systematic or persistent deviation from the actual demand. References:
CPIM Part 1 Study Guide, Chapter 4: Demand Management, Section 4.2: Forecasting Techniques and Performance Measurement CPIM Part 2 Study Guide, Chapter 3: Demand Management, Section 3.1: Demand Planning A Critical Look at Measuring and Calculating Forecast Bias, Section: What Is Forecast Bias?
How Can Forecast Error be Calculated?, Section: Introduction
NEW QUESTION # 47
The horizon for forecasts that are input to the sales and operations planning (S&OP) process should be long enough that:
- A. cumulative forecast deviation approaches zero.
- B. planned product launches can be incorporated.
- C. supply constraints can be resolved.
- D. required resources can be properly planned.
Answer: D
Explanation:
The horizon for forecasts that are input to the S&OP process should be long enough that required resources can be properly planned. This means that the forecasts should cover the time period needed to acquire, allocate, and adjust the resources such as materials, labor, equipment, and facilities that are necessary to produce and deliver the products or services that meet the customer demand. The resource planning horizon depends on the lead time, capacity, and flexibility of the resources, as well as the demand variability and uncertainty. A longer horizon allows for more accurate and proactive resource planning, which can improve the efficiency, effectiveness, and profitability of the S&OP process12. References: 1 Sales and Operations Planning (S&OP) 101| Smartsheet 3 2 CPIM Exam References - Association for Supply Chain Management 1
NEW QUESTION # 48
A house of quality (HOQ) chart aligns which pair of functions?
- A. Customer requirements with costing
- B. Competitive analysis with product design
- C. Engineering with operations
- D. Customer purchasing with supplier shipping
Answer: B
Explanation:
A house of quality (HOQ) chart is a product planning matrix that is used to show how customer requirements relate directly to the ways and methods companies can use to achieve those requirements. HOQ charts are part of the quality function deployment (QFD) method, which helps to ensure quality in product development and service delivery. HOQ charts use a design that resembles the outline of a house, with different sections representing different aspects of the product or service1. One of the functions that a HOQ chart aligns is competitive analysis with product design. Competitive analysis is the process of evaluating the strengths and weaknesses of the competitors in the market, and identifying the opportunities and threats they pose to the company.Product design is the process of creating the features, functions, and specifications of the product or service that meet the customer needs and expectations. A HOQ chart aligns these two functions by comparing the company's product design with the competitors' product design, and showing how well the company's product design satisfies the customer requirements. This helps the company to identify the areas of improvement, differentiation, and innovation in the product design, and to create a competitive advantage in the market23. References: 1 House of Quality Tutorial - How to Fill Out a House of Quality | ASQ 4 2 House of quality | Explanation with example - IONOS 5 3 CPIM Exam References - Association for Supply Chain Management 1
NEW QUESTION # 49
A logistics manager Is faced with delivering an order via rail or truck. Shipping via rail costs S300 and takes
14 days. Shipping via truck costs $600 and takes 3 days. If the holding cost is $40 per day, what is the cost to deliver the order?
- A. $860for rail,$720 for truck
- B. $340for rail.$720 for truck
- C. $340for rail,$600 for truck
- D. $860for rail.$600 for truck
Answer: A
Explanation:
The cost to deliver the order consists of two components: the shipping cost and the holding cost. The shipping cost is the amount paid to the transportation mode for moving the order from the origin to the destination. The holding cost is the amount incurred for storing the order until it is delivered to the customer. The holding cost depends on the delivery time, which is the number of days it takes for the order to reach the customer. The longer the delivery time, the higher the holding cost. The shipping cost and the holding cost for each transportation mode are calculated as follows:
Shipping via rail:
Shipping cost = $300
Delivery time = 14 days
Holding cost = $40 x 14 = $560
Total cost = $300 + $560 = $860
Shipping via truck:
Shipping cost = $600
Delivery time = 3 days
Holding cost = $40 x 3 = $120
Total cost = $600 + $120 = $720
Therefore, the cost to deliver the order via rail is $860, and the cost to deliver the order via truck is $720.
References: Transportation Costing | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 50
A company that uses concurrent engineering is likely to experience which of the following outcomes in the first period of a product's life cycle?
- A. An increase in obsolete inventory
- B. Conflicts between purchasing and engineering
- C. Fewer product design changes
- D. More accurate forecasting
Answer: C
Explanation:
Concurrent engineering is a method of designing and developing products in which the different stages run simultaneously, rather than consecutively. It decreases product development time and also the number of errors and rework. By involving all the relevant stakeholders, such as engineering, manufacturing, marketing, and purchasing, in the design process from the beginning, concurrent engineering reduces the need for product design changes later in the product life cycle. References:
*APICS CPIM Part 2 Exam Content Manual, p. 15
*[APICS CPIM Learning System Version 8.0], Module 2, Section B, p. 2-17
NEW QUESTION # 51
Which of the following production activity control (PAC) techniques focuses on optimizing output?
- A. Theory of constraints (TOC) scheduling
- B. Priority sequencing rules
- C. Critical path management (CPM)
- D. Gantt chart
Answer: A
Explanation:
Theory of constraints (TOC) scheduling is a PAC technique that focuses on optimizing output by identifying and managing the bottleneck or the constraint in the production system. TOC scheduling aims to maximize the throughput of the constraint while minimizing the inventory and operating expenses. Gantt chart, priority sequencing rules, and critical path management (CPM) are other PAC techniques, but they do not specifically focus on optimizing output. Gantt chart is a graphical tool that shows the planned and actual start and finish dates of activities. Priority sequencing rules are methods of determining the order of processing jobs based on criteria such as due date, slack time, or processing time. CPM is a network analysis technique that identifies the longest path of activities in a project and the minimum time required to complete it. References:
APICS CPIM Part 2 Exam Content Manual, p. 29
[APICS CPIM Learning System Version 8.0], Module 4, Section C, p. 4-25
NEW QUESTION # 52
In which of the following situations would you use an X-bar chart?
- A. Track the number of defects that are found in each unit.
- B. Measure the difference between the largest and the smallest in a sample.
- C. Determine the average value of a group of units.
- D. Estimate a subgroup variation.
Answer: C
Explanation:
An X-bar chart is a type of control chart that is used to determine the average value of a group of units. It is also known as a mean chart. It plots the sample means of subgroups of units over time and compares them with the center line and the control limits. An X-bar chart is useful for monitoring the central tendency of a process and detecting any shifts or trends in the process mean. It is often used in conjunction with an R-chart, which measures the subgroup variation. References:
Managing Supply Chain Operations, Chapter 9: Quality Management, Section 9.2: Statistical Process Control, Subsection 9.2.1: Control Charts CPIM Exam Content Manual, Module 8: Quality, Technology and Continuous Improvement, Section
8.1: Quality Management, Subsection 8.1.2: Statistical Process Control, Subsubsection 8.1.2.1: Control Charts
NEW QUESTION # 53
Which of the following tools is used to evaluate the impact that a production plan has on capacity?
- A. Product routing
- B. Bill of resources
- C. Safety capacity
- D. Demand time fence (DTF)
Answer: B
Explanation:
A bill of resources is a tool that lists the capacity requirements for each work center or resource group based on the planned production quantities. It is used to evaluate the impact that a production plan has on capacity by comparing the available capacity with the required capacity. A bill of resources can also help identify capacity bottlenecks, excess capacity, and alternative resources. A demand time fence(DTF) is a tool that defines the period of time in which the master production schedule (MPS) is frozen and cannot be changed by customer orders. A product routing is a tool that defines the sequence of operations and work centers required to produce a product. A safety capacity is a tool that provides a buffer against demand and supply uncertainty by adding extra capacity to the planned capacity. These tools are not directly used to evaluate the impact that a production plan has on capacity, although they may affect the capacity planning process. References: Bill of Resources | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 54
The most relevant measure of customer service performance Is:
- A. service promised to the customer against service measured by the supplier.
- B. positive customer feedback as a percentage of customer feedback.
- C. customer complaints received as a percentage of orders shipped.
- D. service perceived by the customer against service expected by the customer.
Answer: D
Explanation:
Customer service performance is the degree to which a company meets or exceeds the expectations of its customers in terms of the quality, timeliness, and satisfaction of the service provided. The most relevant measure of customer service performance is the service perceived by the customer against the service expected by the customer, also known as the service quality gap. This measure captures the difference between what customers expect from a service and what they actually receive, and reflects the level of customer satisfaction or dissatisfaction. A positive service quality gap indicates that the service exceeded the expectations, while a negative service quality gap indicates that the service fell short of the expectations. The other options are not as relevant as the service quality gap because they do not account for the customer's perspective or perception of the service. Service promised to the customer against service measured by the supplier is an internal measure of service performance, but it does not reflect how the customer perceives the service. Customer complaints received as a percentage of orders shipped is a measure ofservice failure, but it does not capture the positive feedback or the silent dissatisfied customers. Positive customer feedback as a percentage of customer feedback is a measure of service satisfaction, but it does not account for the customer's expectations or the service quality dimensions. References:
CPIM Part 2 Exam Content Manual, p. 67
Customer Service Metrics: Top 10 to Measure
20 Customer Service KPIs You Need To Know
NEW QUESTION # 55
Which of the following outcomes Is a benefit of mixed-model scheduling?
- A. Increased inventory
- B. Fewer setups
- C. Improved demand response
- D. Fewer material shortages
Answer: B
Explanation:
Mixed-model scheduling is a technique that produces different models of the same product family in the same production line or work center. One of the benefits of mixed-model scheduling is that it reduces the number of setups required, as the models share common components and processes. Fewer setups can lead to lower setup costs, higher productivity, and better utilization of resources. The other outcomes are not benefits of mixed-model scheduling. Increased inventory, improved demand response, and fewer material shortages are more related to other factors such as inventory policies, demandforecasting, and supply planning. References: Mixed Model Scheduling | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 56
Capacity requirements planning (CRP) is applicable primarily In companies operating In an environment where:
- A. backlog is very low.
- B. material requirements planning (MRP) is used.
- C. lean principles are used.
- D. the status of work orders is disregarded.
Answer: B
Explanation:
Capacity requirements planning (CRP) is a technique that calculates the capacity needed to produce the planned orders generated by material requirements planning (MRP). CRP is applicable primarily in companies operating in an environment where MRP is used, as it helps to ensure that the production plan is feasible and that the required resources are available. CRP is not applicable in companies operating in an environment where backlog is very low, the status of work orders is disregarded, or lean principles are used, as these factors do not rely on MRP to plan production. References: Capacity Requirements Planning | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
NEW QUESTION # 57
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