2009 APICS The Association for Operations Management
|
|
- Ralf Taylor
- 7 years ago
- Views:
Transcription
1 Acknowledgment APICS has developed these practice questions for the Detailed Scheduling and Planning module of the Certified in Production and Inventory Management program. The 60 questions, similar to those found in the certification exam, were compiled by the Detailed Scheduling and Planning Committee of the Curricula and Certification Council. The practice questions are accompanied by an answer key and text references for additional study. APICS acknowledges the Detailed Scheduling and Planning Committee for its contributions to this resource. Ann K. Gatewood CFPIM, CIRM(chair) Sarah W. Klunk, CFPIM, CSCP, CIRM, C.P.M Blair Williams, CFPIM, CSCP, Jonah Donna Schmoll, CPIM 2009 APICS The Association for Operations Management No part of this publication covered by the copyright herein may be reproduced or copied in any form or by any means without the written permission of the publisher. APICS The Association for Operations Management 8430 West Bryn Mawr Avenue Suite 1000 Chicago, IL Phone: or Fax: Stock #09211, 01/09
2
3 Important Information Regarding these Practice Questions One important way to prepare for the APICS CPIM examinations is to simulate the test experience by taking a series of practice questions. One of the benefits of using the practice questions is familiarizing yourself with the types of questions encountered in an actual APICS certification examination. There is no correlation between the number of practice questions you answer correctly and your success under actual examination conditions, but your understanding of typical question formats can make the actual examination less stressful. Please be aware that these practice questions have been retired from previous examinations. In most cases, the questions had been used an optimal number of times and were replaced by questions that had enjoyed less exposure. For this reason, the questions may not have been developed using the references currently cited in the APICS Examination Content Manual as primary or additional references. The questions themselves have been reviewed for currency by the appropriate committee of the APICS Curricula and Certification Council. The practice questions in this publication have been selected to represent the topical distribution of the questions that you can expect to encounter in the examination. To assist you in a general understanding of how test questions are related to the reference materials used in their creation, the answer key provides the page numbers of the source reference material. However, unless they are identified in the current Examination Content Manual, do not assume that the references listed in this publication are appropriate for use as study materials. For more information about the APICS CPIM examinations, please visit the Certification section of the APICS website (
4
5 Detailed Scheduling and Planning Practice Questions 1 Detailed Scheduling and Planning Practice Questions 1. The Maynard Company has five distribution centers for their air conditioner and other home heating units such as furnaces and water heaters. Which of the following review methodologies or techniques is easiest to use for the common-thickness sheet metal used in fabricating these units? (A) Material requirements planning (B) Reorder point (C) Time-phased order point (D) Visual 2. Using phantom bills of material will result in which of the following? A) Fewer inventory transactions and work orders B) Simpler product structures and smaller lot sizes C) Fewer inventory transactions and smaller lot sizes D) Fewer work orders and simpler product structures 3. The most desirable initial attribute in suppliers of companies that adopt lean manufacturing is (A) kanban quantity (B) consistent quality (C) competitive pricing (D) adequate capacity 4. A company uses material requirements planning for an electronic product family. Which of the following ordering techniques is MOST likely to already incorporate the rounding factor for a part where inventory is in units and purchase orders are in cartons of 100? (A) economic (B) fixed (C) lot-for-lot (D) period 5. Which of the following will reduce nervousness of the MRP system? A) Removing time fences B) Reducing resource capacity C) Using firm planned orders D) Introducing more safety stocks 6. Which of the following statements about capacity requirements planning are true? I. It uses both open and planned orders in projecting capacity needs. II. It is much less detailed than rough-cut capacity planning. III. It considers orders for end items in its calculations. IV. It considers orders for components in its calculations. (A) I and IV only (B) II and III only (C) I, III, and IV only (D) I, II, III, and IV
6 2 Detailed Scheduling and Planning Practice Questions 7. When considering whether to outsource an item, the most important factor would be (A) specialized technical expertise (B) managerial costs (C) transportation costs (D) price 8. Which of the following most lends itself to an engineer-to-order production environment where cost of obsolescence of unique items is a significant issue? (A) batch (B) continuous (C) lot (D) price break 9. Errors in the material requirements plan can result from data inaccuracies in all of the following EXCEPT (A) component lead times (B) inventory balances (C) bills-of-material structure (D) manufacturing routings 10. Materials should be moved from point of manufacture to point of use when (A) production is completed at point of manufacture (B) the materials are needed at point of use (C) material handling equipment is available (D) material at point of use is zero 11. A company uses material requirements planning and reorder point. Which of the following MOST relates to the planner's ability to determine the source of gross requirements for a part having both dependent and independent demand? (A) Planners do not normally use or understand time-phased order point. (B) Independent demand cannot be imploded to identify the parent. (C) There is no easy way to separate independent from dependent demand. (D) Independent demand has no source and no gross requirements. The following information is to be used for question 12. Level Part Quantity per 0 A not applicable 1 B 2 2 C 2 2 E 2 1 C 4 1 G How many units of part C are required to produce one unit of part A? (A) 2 (B) 4 (C) 6 (D) 8
7 Detailed Scheduling and Planning Practice Questions Strategic sourcing is focused on (A) stable pricing (B) transactions (C) acquiring goods and services (D) order execution 14. Increasing the capacity at an intermediate bottleneck work center results in all of the following EXCEPT (A) an increase in the throughput of the system (B) a decrease in work in process in the system (C) a rescheduling of the existing load (D) a reprioritization of existing queues 15. For a consistently high-volume independent demand part, which of the following safety stock techniques is MOST likely to ensure a high customer service level while having no association with the company's target customer service level? (A) Economic (B) Fixed (C) Statistical (D) Time period 16. During the MRP planning process, the key purpose of the bill of material is to provide (A) a pick list to show the number of components needed for an item (B) product structure records to guide the explosion process (C) documents to be used primarily for engineering and costing references (D) product details used to determine the production sequence 17. Objectives of the total capacity requirements planning process include all of the following EXCEPT (A) adjustment of work plans for effective use of capacity (B) alteration of the master production schedule for effective use of capacity (C) determination of the people and/or machines needed to make the products in the master production schedule (D) determination of the materials needed to make the products in the master production schedule 18. Which of the following is the MOST likely reason for using a safety lead time instead of a safety stock? (A) The part stocks out too frequently. (B) Carrying safety stock is too expensive. (C) Supply variability is the concern. (D) Demand variability is too biased.
8 4 Detailed Scheduling and Planning Practice Questions 19. In the product above, the numerical low-level code that would be assigned for Item 7 would be (A) 0 only (B) 1 only (C) 4 only (D) both 1 and Work center data can be used to develop information to support which of the following activities? I. Operation scheduling II. Capacity Planning III. Priority setting IV Performance reporting (A) I and II only (B) III and IV only (C) I, II and IV only (D) I, II, III and IV 21. Price analysis should be done for (A) all requisitions (B) every significant purchase (C) MRO items only (D) non-mro items 22. Classifying most materials as A items will result in (A) creating focus for critical materials (B) significant cost savings (C) lack of focus and attention (D) a Pareto analysis 23. Lead-time offsetting can be described as (A) positioning the planned order release in advance of the date of need by the length of the lead time (B) adding some safety time to lead time to offset unforeseen manufacturing problems (C) scheduling material to be delivered earlier than called for by the requirements plan (D) compensating for the difference between actual and planned lead times
9 Detailed Scheduling and Planning Practice Questions Which principle of supplier partnerships is LEAST important? (A) compatibility of interests (B) pricing (C) mutual need (D) trust 25. Unique quality control requirements, design security, and full plant capacity would tend to push an item to be a (A) subcontract item (B) make part (C) buy part (D) forecasted item 26. The main reason for the MRP level-by-level explosion process is to (A) provide time-phased schedules (B) accumulate higher-level requirements before netting (C) allow pegging (D) avoid exploding product by product 27. An order is received for 3600 items to be produced in a process that has an unavoidable scrap loss of 10 percent. What quantity should be started? (A) 3600 (B) 3960 (C) 4000 (D) Which of the following accounting methods results in no change in inventory value regardless whether material costs are increasing or decreasing? (A) actual cost (B) average cost (C) process cost (D) standard cost
10 6 Detailed Scheduling and Planning Practice Questions The following information is to be used for question 29. Lot Size: 120 Allocated: 0 Safety Stock: 10 Lead Time: 3 Periods Gross Requirements Scheduled Receipts 100 Projected On-hand Projected Available Net Requirements Planned Order Receipts Planned Order Releases The situation presented in the chart above is in proper balance. If the demand in the second period were to be changed from 40 to 60, which of the following would be true? (A) The on-hand would reach 0 in Period 3, but no action would be recommended because the gross requirements would still be covered. (B) A recommendation to reschedule the scheduled receipt of 100 for Period 4 to Period 3 would be made with no other changes needed. (C) A recommendation to reschedule the scheduled receipt of 100 for Period 4 to Period 3 and to move the planned order release for 120 in Period 3 to Period 2 would be made. (D) A recommendation to increase the scheduled receipt of 100 to 120 and to reschedule it from Period 4 to Period 3 would be made. 30. The goal of a supplier evaluation system is to (A) ensure supplier is meeting the needs of the buyer (B) provide a basis for cost reductions (C) emphasize price-oriented measures (D) focus on on-time delivery 31. A company is introducing a new product. There is expected to be service part and warranty demand for one of the components. There is no historical basis for forecasting what this may be as the company has no similar products. Which of the following is the BEST way to account for this projected demand? (A) Over-plan end-item at the master production schedule level (B) Carry safety stock at the end-item level from a forecast (C) Purchase extra quantity of the component as a one-time buy (D) Forecast component through master production schedule
11 Detailed Scheduling and Planning Practice Questions MRP explosion is the process of (A) extending requirements from parent to component (B) detailing the timing of requirements (C) calculating net requirements from gross requirements and on-hand (D) expanding requirements to cover in-process losses 33. Immediate inputs to capacity requirements planning include which of the following? I. Master production schedule II. Planned orders III. Scheduled receipts (A) III only (B) I and II only (C) I and III only (D) II and III only 34. Which of the following is the MOST important reason why stockout duration is important when considering the customer service level? (A) Stockout duration is most likely associated with the number of orders shipped late. (B) Stockout duration is assumed to be constant so variability affects customer service level. (C) Stockout duration is important because customer service isn't 100% until all line items ship. (D) Stockout duration is immaterial as it is not related to the number of exposures to stockout. 35. The three primary inputs to an MRP system are (A) bills of material, inventory status, and master production schedule (B) bills of material, product structure trees, and inventory status (C) bills of material, customer orders, and master production schedule (D) product structure trees, master production schedule, and lot sizes 36. The greatest advantage of a blanket order is that it (A) consolidates small repetitive buys over time (B) is used for inexpensive supply items only (C) is used for MRO items (D) reduces control 37. Which of the following lot sizing techniques is MOST likely to require a Maximum Days Supply constraint for a low cost C item used in a previously high volume product that is being phased out? (A) economic order quantity (B) time-period (C) fixed (D) lot-for-lot
12 8 Detailed Scheduling and Planning Practice Questions The following information is to be used for question 38. Lot Size: 50 Allocated: 0 Safety Stock: 0 Lead Time: 1 Periods Gross Requirements Scheduled Receipts Projected On-hand 50 Projected Available Net Requirements Planned Order Receipts Planned Order Releases 38. According to the information above, the MRP results of processing would recommend that which of the following be done? I. Cancel scheduled receipt in Period 2 II. Reschedule scheduled receipt out to Period 5 III. Plan to release an order in Period 4 IV. Plan to release an order in Period 5 (A) (B) (C) (D) III only IV only I and III only II and IV only This chart is to be used for questions 39 and At the end of Week 4, the projected queue at this station is how many hours? (A) 0 (B) 10 (C) 30 (D) 50
13 10 Detailed Scheduling and Planning Practice Questions 47. Accurate inventory levels are mostly influenced by which of the following items? (A) Longer forecast horizons (B) Cycle counts (C) Bill of material maintenance (D) Annual physical inventory 48. Allowances for scrap/yield estimates in the manufacture of a component require overplanning of (A) parent safety stock (B) component planned releases (C) parent planned releases (D) component planned receipts 49. The process of concurrent engineering refers to (A) several new technologies developed independently (B) prototyping development (C) several teams working simultaneously (D) matrix management 50. Which of the following manufacturing environments would best serve the needs of customers of variable products that are configured to meet specific user requirements? (A) engineer-to-order (B) make-to-order (C) assemble-to-order (D) make-to-stock 51. Firm planned orders are useful for doing which of the following? I. Preventing the system from automatically rescheduling II. Creating a planned order that does not agree with the lot sizing rule for that item III. Preventing the explosion of requirements at lower levels IV. Freezing the timing of a planned order release (A) I only (B) III and IV only (C) I, II, and IV only (D) I, II, III, and IV 52. Which of the following best describes a work center? (A) a group of machines that may be considered as identical for the purpose of scheduling (B) a grouping of general purpose machines within a large plant (C) a department or section of the factory in which a specific product is made (D) a small, versatile machine shop 53. Planning of additional materials in excess of what is needed to satisfy gross requirements is also known as: (A) forward scheduling (B) pipeline inventory (C) independent demand (D) safety stock
14 Detailed Scheduling and Planning Practice Questions If a 5-week queue is desired at the end of Week 4, the average capacity should be (A) 10 (B) 20 (C) 25 (D) Which of the following demand fulfillment approaches typically generates the longest delivery time? (A) engineer-to-order (B) make-to-order (C) assemble-to-order (D) make-to-stock 42. One of the key abilities of an MRP system is to (A) compute open order priorities using a dynamic priority ratio (B) control the sequence of work being performed on the shop floor (C) compute operation priorities using a standard backward-scheduling technique (D) help keep the due dates valid for all open orders 43. The supplier in a new product introduction can reduce time to market by (A) automating production processes (B) early involvement (C) making hard tooling (D) developing new technology 44. A make-to-stock company is considering improving its customer service level through a combination of shipping from finished goods and shipping from final assembly and test. Which of the following is MOST likely to be an inventory management consideration with regards to this new strategy? (A) Current customer service level (B) End items being considered (C) Production responsiveness (D) Manufacturing strategy 45. The term full pegging, as contrasted with single-level pegging, implies which of the following? (A) Requirements for all items in the system are pegged. (B) Open orders, as well as gross requirements, are pegged to planned and open orders at the parent level. (C) Item requirements are pegged directly to customer order or end-item lots in the master production schedule. (D) Item requirements are pegged to planned orders, to net requirements, and to gross requirements at the parent level. 46. For a job shop, the most appropriate units of measure for capacity requirements planning are (A) dollars (B) product family units (C) standard hours (D) pieces
15 Detailed Scheduling and Planning Practice Questions Which of the following problems could result from inaccurate bills of material? (A) inaccurate on-hand inventory balances (B) an overstated master production schedule (C) inaccurate raw material requirements (D) invalid operation due dates 55. When kanbans are used for an outside supplier, an empty bin communicates to the supplier (A) that the order is complete (B) to ship another bin of parts (C) to buy more raw materials (D) to decrease production 56. What technique best determines production and inventory quantities for goods and services with independent demand? (A) safety stock (B) forecast (C) material requirements planning (D) capacity requirements planning 57. Giving suppliers projections of future orders provides support for which of the following supplier activities? I. Workforce stabilization II. Raw material cost reduction III. Capacity utilization improvement (A) I only (B) III only (C) II and III only (D) I, II, and III 58. The equation used to calculate actual labor hour requirements is (A) Standard hours x (efficiency x utilization) (B) Standard hours divided by (efficiency x utilization) (C) Standard hours divided by utilization (D) Standard hours divided by (efficiency minus utilization) 59. MRP provides planned order information for which of the following? I. Lower-level requirements II. Operation due dates III. Capacity requirements planning (A) I and II only (B) I and III only (C) II and III only (D) I, II, and III 60. Determining labor productivity requires information about all of the following EXCEPT (A) pieces input (B) pieces output (C) total hours worked (D) standard hours per piece
APICS acknowledges the Basics of Supply Chain Management Committee for its contributions in the development of this resource.
APICS acknowledges the Basics of Supply Chain Management Committee for its contributions in the development of this resource. Jim Caruso, CPIM, CSCP (chair) Carol Bulfer, CPIM James F. Cox, Ph.D., CFPIM,
More informationManufacturing. Manufacturing challenges of today and how. Navision Axapta solves them- In the current explosive economy, many
Manufacturing challenges of today and how Navision Axapta solves them- the solution for change; controlled by you. Manufacturing In the current explosive economy, many manufacturers are struggling to keep
More informationBSCM Sample TEST. CPIM(Certified In Production & Inventory Management) - 1 -
BSCM Sample TEST. 1. Which of the following demand fulfillment approaches typically provides the longest delivery time? A) Engineer-to-order. B) Make-to-order. C) Assemble-to-order. D) Make-to-stock. 2.
More informationAPICS Certified in Production and Inventory Management [CPIM] Exam Content Manual. Preview
APICS Certified in Production and Inventory Management [CPIM] Exam Content Manual Preview 2013 APICS CPIM Overview of Exam Content Manual Basics of Supply Chain Management January 1, 2013 through December
More informationPlanning Optimization in AX2012
Planning Optimization in AX2012 Streamline your manufacturing operations with Master Planning and Forecasting Kevin Cosman 11 June 2013 About the Presenter Kevin Cosman, Senior Solutions consultant with
More informationMaterial Requirements Planning (MRP)
Material Requirements Planning (MRP) Unlike many other approaches and techniques, material requirements planning works which is its best recommendation. Joseph Orlicky, 1974 1 History Begun around 1960
More informationSage 200 Manufacturing Datasheet
Sage 200 Manufacturing Datasheet Sage 200 Manufacturing is a powerful manufacturing solution that enables you to manage your entire supply chain in detail, end to end, giving you the information needed
More informationORACLE MANUFACTURING MATERIAL PLANNING FOR PROCESS MANUFACTURING
ORACLE MANUFACTURING MATERIAL PLANNING FOR PROCESS MANUFACTURING KEY FEATURES MATERIAL PLANNING FOR PROCESS INCLUDES: Material and rough cut capacity planning Multi-level graphical pegging Advanced sourcing
More informationChapter 11. MRP and JIT
Chapter 11 MRP and JIT (Material Resources Planning and Just In Time) 11.1. MRP Even if MRP can be applied among several production environments, it has been chosen here as a preferential tool for the
More information1-Is a Materials Requirement Planning (MRP) System the best approach for your company?
The Lean Approach to Materials Planning and Procurement 1-Is a Materials Requirement Planning (MRP) System the best approach for your company? Of course an MRP system has to be an ideal system for your
More informationPARADIGMS THAT DRIVE COSTS IN MANUFACTURING. The whole purpose of a business enterprise is pretty simple to make a profit by selling
PARADIGMS THAT DRIVE COSTS IN MANUFACTURING The whole purpose of a business enterprise is pretty simple to make a profit by selling products or services to persons who desire those particular goods or
More informationUser Guide QAD Manufacturing
QAD Enterprise Applications Enterprise Edition User Guide QAD Manufacturing Product Structures Routings and Work Centers Formulas and Processes Co-products and By-products Work Orders Shop Floor Control
More informationDependent vs Independent Demand. The Evolution of MRP II. MRP II:Manufacturing Resource Planning Systems. The Modules In MRP II System
MRP II:Manufacturing Resource Planning Systems IE 505: Production Planning Control Lecture Notes* Rakesh Nagi University at Buffalo * Adapted in part from Lecture Notes of Dr. George Harhalakis, University
More informationCHAPTER 6 AGGREGATE PLANNING AND INVENTORY MANAGEMENT 명지대학교 산업시스템공학부
CHAPTER 6 AGGREGATE PLANNING AND INVENTORY MANAGEMENT 명지대학교 산업시스템공학부 Learning Objectives You should be able to: Describe the hierarchical operations planning process in terms of materials planning & capacity
More informationERP Course: Production and Materials Management Reading: Chapter 6 from Mary Sumner
ERP Course: Production and Materials Management Reading: Chapter 6 from Mary Sumner Peter Dolog dolog [at] cs [dot] aau [dot] dk 5.2.03 Information Systems September 16, 2008 2 Sales Finished and packaged
More informationHow to Configure and Use MRP
SAP Business One How-To Guide PUBLIC How to Configure and Use MRP Applicable Release: SAP Business One 8.8 All Countries English October 2009 Table of Contents Purpose... 3 The MRP Process in SAP Business
More informationSeradex White Paper A newsletter for manufacturing organizations April, 2004
Seradex White Paper A newsletter for manufacturing organizations April, 2004 Using Project Management Software for Production Scheduling Frequently, we encounter organizations considering the use of project
More informationKey Benefits: Minimize lead times and maximize on-time deliveries to customers. Respond quickly to changes in demand for materials and capacity
Microsoft Business Solutions Axapta Master Planning streamlines your manufacturing processes and supply chain to help you reduce costs and satisfy customer demands. Key Benefits: Minimize lead times and
More informationItem Master and Bill of Material
4 Item Master and Bill of Material MGT2405, University of Toronto, Denny Hong Mo Yeh The enterprise resource planning (ERP) system plans and controls all resources in an enterprise. Material requirement
More informationCh.1 Purchasing & Supply Chain Management
Module 1 : Purchasing Process. Ch.1 Purchasing & Supply Chain Management Edited by Dr. Seung Hyun Lee (Ph.D., CPM) IEMS Research Center, E-mail : lkangsan@iems.co.kr Definition of Supply Chain. Definition
More informationQAD Enterprise Applications Overview
Full system for manufacturing company that support Productions, Purchasing, Inventory, Sale Order, Account Receivable, Account Payable, General Ledger, Fixed Asset and fully comptible with Vietnamese Accounting
More informationFundamentals of Materials and Operations Management
Fundamentals of Materials and Operations Management Program Overview Program Overview Introduction Fundamentals of Materials and Operations Management Fundamentals of Materials and Operations Management
More informationBack-To-Basics Workshops
Back-To-Basics Workshops KEN TITMUSS, CFPIM The outcomes of the two workshops will be for the delegate to understand the generic overall Master Planning process for a manufacturing company and to be able
More informationINTRODUCTION. What is Enterprise Resource Planning?
1 INTRODUCTION MGT2405, University of Toronto, Denny Hong-Mo Yeh What is Enterprise Resource Planning? According to the definition given in the APICS Dictionary (American Production and Inventory Control
More informationAWARE ENTERPRISE SYSTEM
AWARE ENTERPRISE SYSTEM The Aware Enterprise System from Aware Business Systems Pty Ltd is a remarkable software package designed for Australian manufacturers and distributors. Designed and developed in
More informationMRP, ERP och JIT. Styrningsnivåer. Johann Packendorff. The development of ERP. Increasing impact on the whole supply
MRP, ERP och JIT Johann Packendorff Styrningsnivåer The development of ERP Increasing impact on the whole supply network Manufacturing Resource Planning (MRPII) Material Requirements Planning (MRP) Web-integrated
More informationMicrosoft Dynamics GP. Manufacturing Planning Functions
Microsoft Dynamics GP Manufacturing Planning Functions Copyright Copyright 2007 Microsoft Corporation. All rights reserved. Complying with all applicable copyright laws is the responsibility of the user.
More informationHow To Learn How To Manage A Business
Course Objectives Upon course completion, the participants will be able to: 1) To gain an understanding and appreciation of the principles and applications relevant to the planning, design, and operations
More informationManagement Information Systems
Faculty of Foundry Engineering Virtotechnology Management Information Systems Classification, elements, and evolution Agenda Information Systems (IS) IS introduction Classification Integrated IS 2 Information
More informationOperations Management
13-1 MRP and ERP Operations Management William J. Stevenson 8 th edition 13-2 MRP and ERP CHAPTER 13 MRP and ERP McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright
More informationMaterial Requirements Planning. Lecturer: Stanley B. Gershwin
Material Requirements Planning Lecturer: Stanley B. Gershwin MRP Overview Primary source: Factory Physics by Hopp and Spearman. Basic idea: Once the final due date for a product is known, and the time
More informationERP(Enterprise Resource Planning) & MRP
ERP(Enterprise Resource Planning) & MRP Mr.Vijayakumar S 1 Session Objectives At the end of this session the delegate would have understood ERP ERP example SAP MRP and structure MRP1 & MRPII difference
More informationMOS 3330 Test 2 Review Problems & Solutions
MOS 3330 Test 2 Review Problems & Solutions General Information Test date, time, location: See the course outline See also the course web site: dan.uwo.ca/courses/3330 Test time conflict (due to having
More informationTU-E2020. Capacity Planning and Management, and Production Activity Control
TU-E2020 Capacity Planning and Management, and Production Activity Control Copyright Jari Laine 11/23/2015 Copyright Jari Laine 11/23/2015 Different capacity planning options 1 4 7 10 13 16 19 22 25 28
More informationORACLE CONFIGURE TO ORDER SOLUTION
ORACLE CONFIGURE TO ORDER SOLUTION KEY FEATURES ORACLE CONFIGURE TO ORDER SOLUTION PROVIDES SUITE LEVEL SUPPORT FOR YOUR CONFIGURED BUISNESS. KEY FEATURES INCLUDE: Create and maintain assemble to order
More informationStreamlining Your Manufacturing Supply Chain Using 5 Key Principles & Lean Tools
Streamlining Your Manufacturing Supply Chain Using 5 Key Principles & Lean Tools Mitch Millstein, CFPIM, C.P.M., CQM, CQE Supply Velocity, Inc. mitch@supplyvelocity.com (314) 406-4962 October 2011 mitch@supplyvelocity.com
More informationQAD Enterprise Applications Standard Edition. Training Guide List/Discount Table Pricing
QAD Enterprise Applications Standard Edition Training Guide List/Discount Table Pricing 70-3059C QAD 2011 Standard Edition Database: 2010 SE - Training Domain: Training March 2011 This document contains
More informationKanban Management Implementation Guide Release 9.2
[1]JD Edwards EnterpriseOne Applications Kanban Management Implementation Guide Release 9.2 E63925-01 October 2015 Describes the Kanban Management module, and discusses how to set up and use the module
More informationERP Areas and Modules / Trading
ERP Areas and Modules / Trading These modules reflect the multi national character of the SoftBASE Business Suite. They support multiple languages, currencies, and adapt easily to cultural differences.
More informationInterpreting the Numbers: From Data to Design. William Elenbark, Consultant Gross & Associates 732-636-2666; belenbark@grossassociates.
Interpreting the Numbers: From Data to Design William Elenbark, Consultant Gross & Associates 732-636-2666; belenbark@grossassociates.com Robert Muller, Industrial Engineer Gross & Associates 732-636-2666;
More informationCertified in Production and Inventory Management (CPIM)
Certified in Production and Inventory Management (CPIM) 2 Visie Partners This brochure provides information about the Certified in Production and Inventory Management (CPIM) course. This is one of the
More informationMASTER PRODUCTION SCHEDULE
6 MASTER PRODUCTION SCHEDULE MGT2405, University of Toronto, Denny Hong-Mo Yeh So far, in discussing material requirement planning (MRP), we have assumed that master production schedule (MPS) is ready
More informationERP Meets Lean Management
Meets Lean Management James M. Noblitt, CPIM, CIRM Sr. Management Consultant High-Tech meets No-Tech! Digital Lean Visual Work Orders Push Data Entry Reports Security/Access Data Accuracy Complicated Spread
More informationORACLE MANUFACTURING MPS FOR PROCESS MANUFACTURING
ORACLE MANUFACTURING MPS FOR PROCESS MANUFACTURING KEY FEATURES MPS FOR PROCESS INCLUDES: Access real-time information from sales, production, inventory Allow planners and buyers to define their own planning
More informationOperations Management
Operations Management Short-Term Scheduling Chapter 15 15-1 Outline GLOAL COMPANY PROFILE: DELTA AIRLINES THE STRATEGIC IMPORTANCE OF SHORT- TERM SCHEDULING SCHEDULING ISSUES Forward and ackward Scheduling
More informationFour Strategies for Smarter Inventory Control
Whitepaper April 2016 Four Strategies for Smarter Inventory Control Section 01 Synopsis This paper is provided for companies that carry inventory (manufacturers, distributors, retailers and service providers)
More informationAdvanced Planning and Scheduling
Taylor Scheduler Welcome! Taylor Scheduler is our advanced planning and production scheduling software. Its many features allow Taylor Scheduler to be able to handle just about any manufacturing scheduling
More informationToyota Production System. Lecturer: Stanley B. Gershwin
Toyota Production System Lecturer: Stanley B. Gershwin Primary source: Toyota Production System by Yasuhiro Monden See also: Decoding the DNA of the Toyota Production System by Steven Spear and H. Kent
More informationDoes enterprise resource planning software support lean? ERP goes 44 TARGET AME.ORG/TARGET
Does enterprise resource planning software support lean? ERP goes 44 TARGET AME.ORG/TARGET BY HARRY F. LANDSBURG AND SHELDON NEEDLE lean WINTER 2014 TARGET 45 Many articles have been written about how
More informationSales. PowerERP e Business Solutions. RMA and Customer Returns. Order Entry. Contact Management. Estimating and Quoting. Sales Commissions.
Overview Off the shelf accounting programs like QuickBooks & Peachtree dominate very small businesses, but as those businesses get larger, these accounting programsʹ capacities and features can be stretched
More informationQAD Enterprise Applications Standard & Enterprise Edition. Training Guide MRP/CRP
QAD Enterprise Applications Standard & Enterprise Edition Training Guide MRP/CRP 70-3220A QAD 2011.1 Standard & Enterprise Edition Lab: Enterprise Edition 2011.1 r01 - Training Workspace: 10USA > 10USACO
More informationManufacturing Planning. Master Production Schedule. Material Requirements Plan. Work Order/ FPO Maintenance. Soft Bill Maintenance
PRMS TM Manufacturing Planning SHOP FLOOR CONTROL Work Order/ FPO Maintenance Auto Allocation to Lots Pick Slip Print Master Production Schedule Material Requirements Plan Soft Bill Maintenance Stage Request
More informationBasics of Supply Chain Management (BSCM) Curriculum
Basics of Supply Chain Management (BSCM) Curriculum Version 4.0 Session 1 to Supply Chain Management to Manufacturing Role of Manufacturing Global Citizenship Manufacturing Business Model Business Environment
More informationComputer Integrated Manufacturing CIM A T I L I M U N I V E R S I T Y
MFGE 404 Computer Integrated Manufacturing CIM A T I L I M U N I V E R S I T Y Manufacturing Engineering Department Lecture 1 - Introduction Dr. Saleh AMAITIK Fall 2005/2006 Production Systems Production
More informationLogistics. Presenting Navision Axapta Logistics
Logistics Overview Contracts, trade agreements, special pricing and discounts Price and discount management, purchase and sales Inventory, purchase and sales forecasting Forecast evaluation Product development
More informationPrinciples of Inventory Management (PIM)
Principles of Inventory Management (PIM) Session 1: Operation Management Foundations Define the science and practice of operations management (OM) Answer the question why OM should be studied Describe
More informationProduction Planning & Control. Chapter 2. Aggregate Planning & Master Production Scheduling. Chapter2 1
Production Planning & Control Chapter 2 Aggregate Planning & Master Production Scheduling Chapter2 1 Aggregate Planning & Master Production Scheduling W hy Aggregate Planning Is Necessary Fully load facilities
More informationIntroduction to production scheduling. Industrial Management Group School of Engineering University of Seville
Introduction to production scheduling Industrial Management Group School of Engineering University of Seville 1 Introduction to production scheduling Scheduling Production scheduling Gantt Chart Scheduling
More informationBEYOND THE BASICS OF MRP: IS YOUR SYSTEM DRIVING EXCESSIVE ORDER QUANTITITES? Michael D. Ford, CFPIM, CSCP, CQA, CRE Principal, TQM Works Consulting
BEYOND THE BASICS OF MRP: IS YOUR SYSTEM DRIVING EXCESSIVE ORDER QUANTITITES? Michael D. Ford, CFPIM, CSCP, CQA, CRE Principal, TQM Works Consulting INTRODUCTION MRP (Material Requirements Planning) has
More informationTop reasons why ekanban should be a key element of your lean manufacturing plan
Infor ERP Top reasons why ekanban should be a key element of your lean manufacturing plan Table of contents Executive summary... 3 Reactive manufacturing model... 4 Move over manual Kanban... 6 Electronic
More informationSAP APO SNP (Supply Network Planning) Sample training content and overview
SAP APO SNP (Supply Network Planning) Sample training content and overview Course Objectives At the completion of this course, you will be able to: Understand the concepts of SNP and supply chain network
More informationBusiness System Software
Business System Software BUSINESS SYSTEM SOFTWARE For Custom Product Manufacturing Engineering Fabrication & Jobbing Food & Chemical Process Industries Distribution & Wholesale Sales, Service & Repair
More information"Kanban Do It Now but Do It Right" Workshop Illustrates the Importance of Kanban as a Tool in Lean Production
"Kanban Do It Now but Do It Right" Workshop Illustrates the Importance of Kanban as a Tool in Lean Production Helping to empower and motivate employees. Jeff Schaller, Ph.D. Just-In-Time (JIT) production
More informationImplementing Automation after Making Lean Improvements
Implementing Automation after Making Lean Improvements Frank C. Garcia, P.E., Director Business Solutions & Engineering Services Tom Lawton, President Advent Design Corporation Bristol, PA, USA December
More informationThe Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1
The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is
More information2. Which transaction in the order-to-cash business process creates a financial accounting document?
SAP EDUCATION SAMPLE QUESTIONS: C_TERP10_65 Disclaimer: These sample questions are for self-evaluation purposes only and do not appear on the actual certification exams. Answering the sample questions
More information1 2 3 4 5 Demand 150 170 180 160 160
MGT 3110: Exam 2 Study Guide 1. What is aggregate planning? What is its purpose? 2. What are demand options for aggregate planning? Give examples and discuss the effects of each. 3. Why is there a need
More informationWarehouse and Production Management with SAP Business One
SAP Product Brief SAP s for Small Businesses and Midsize Companies SAP Business One Objectives Warehouse and Production Management with SAP Business One Real-time inventory and production management Real-time
More informationINVENTORY MANAGEMENT
7 INVENTORY MANAGEMENT MGT2405, University of Toronto, Denny Hong-Mo Yeh Inventory management is the branch of business management that covers the planning and control of the inventory. In the previous
More informationQAD Enterprise Applications Standard and Enterprise Edition. Training Guide Product Structures and Formulas
QAD Enterprise Applications Standard and Enterprise Edition Training Guide Product Structures and Formulas 70-3224-2014SE_EE QAD 2014 Standard and Enterprise Edition March 2014 This document contains proprietary
More informationBLAST PAST BOTTLENECKS WITH CONSTRAINT BASED SCHEDULING
WHITE PAPER BLAST PAST BOTTLENECKS WITH CONSTRAINT BASED SCHEDULING Blast Past Bottlenecks with Constraint Based Scheduling By Bill Leedale, Senior Advisor, IFS North America The maximum output of many
More informationChoosing Planning & Scheduling solutions for Metals
Choosing Planning & Scheduling solutions for Metals White Paper The planning and scheduling of metals production presents special problems because of the complexity of the manufacturing process and the
More informationMaterials Management - Inventory Management
SRM Inventory Requestor Description - The SRM Inventory Requestor will use the SRM shopping cart functionality to reserve material kept in inventory Ability to Request Replenishment of Inventory via SRM
More informationManufacturing Applications in Microsoft Dynamics GP 10.0
Manufacturing Applications in Microsoft Dynamics GP 10.0 8817: Manufacturing Applications in Microsoft Dynamics GP 10.0 (4 Days) About this Course This four-day instructor-led course provides students
More informationOR topics in MRP-II. Mads Jepsens. OR topics in MRP-II p.1/25
OR topics in MRP-II Mads Jepsens OR topics in MRP-II p.1/25 Overview Why bother? OR topics in MRP-II p.2/25 Why bother? Push and Pull systems Overview OR topics in MRP-II p.2/25 Overview Why bother? Push
More informationManufacturing Flow Management
Manufacturing Flow Management Distribution D Distribution Authorized to Department of Defense and U.S. DoD Contractors Only Aim High Fly - Fight - Win Supply Chain Management Processes Information Flow
More information1 st year / 2014-2015/ Principles of Industrial Eng. Chapter -3 -/ Dr. May G. Kassir. Chapter Three
Chapter Three Scheduling, Sequencing and Dispatching 3-1- SCHEDULING Scheduling can be defined as prescribing of when and where each operation necessary to manufacture the product is to be performed. It
More informationBEST PRACTICES IN DEMAND AND INVENTORY PLANNING
WHITEPAPER BEST PRACTICES IN DEMAND AND INVENTORY PLANNING for Food & Beverage Companies WHITEPAPER BEST PRACTICES IN DEMAND AND INVENTORY PLANNING 2 ABOUT In support of its present and future customers,
More informationUser Guide Volume 3 MANUFACTURING
User Guide Volume 3 MANUFACTURING PRODUCT STRUCTURES ROUTINGS/WORK CENTERS FORMULA/PROCESS CO-PRODUCTS/BY-PRODUCTS WORK ORDERS SHOP FLOOR CONTROL ADVANCED REPETITIVE REPETITIVE QUALITY MANAGEMENT FORECASTING/MASTER
More informationAutomated Receiving. Saving Money at the Dock Door. Page 8
Automated Receiving Saving Money at the Dock Door Page 8 Today s warehouse management and automated sortation systems are far easier to integrate than in the past. As a result, distribution centers are
More informationSYSPRO Factory Scheduling
SYSPRO Factory Scheduling SYSPRO Factory Scheduling March 2008 Introducing SYSPRO SYSPRO is an internationally-recognized, leading provider of enterprise business solutions. Formed in 1978, SYSPRO was
More informationMicrosoft Dynamics GP. Manufacturing Setup
Microsoft Dynamics GP Manufacturing Setup Copyright Copyright 2007 Microsoft Corporation. All rights reserved. Complying with all applicable copyright laws is the responsibility of the user. Without limiting
More informationEVERYTHING YOU NEED TO KNOW ABOUT INVENTORY
EVERYTHING YOU NEED TO KNOW ABOUT INVENTORY Introduction Inventory is considered the necessary evil of the supply chain. In fact, there has been a whole movement; lean manufacturing that has tried to reduce
More informationA Cross-Functional View of Inventory Management, Why Collaboration among Marketing, Finance/Accounting and Operations Management is Necessary
A Cross-Functional View of Inventory Management, Why Collaboration among Marketing, Finance/Accounting and Operations Management is Necessary Richard E. Crandall, Appalachian State University, John A.
More informationLean Kitting: A Case Study
Lean Kitting: A Case Study Ranko Vujosevic, Ph.D. Optimal Electronics Corporation Jose A. Ramirez, Larry Hausman-Cohen, and Srinivasan Venkataraman The University of Texas at Austin Department of Mechanical
More information15. How would you show your understanding of the term system perspective? BTL 3
Year and Semester FIRST YEAR II SEMESTER (EVEN) Subject Code and Name BA7201 OPERATIONS MANAGEMENT Faculty Name 1) Mrs.L.SUJATHA ASST.PROF (S.G) 2) Mr. K.GURU ASST.PROF (OG) Q.No Unit I Part A BT Level
More informationUser Guide QAD Supply Chain Management
QAD Enterprise Applications Enterprise Edition User Guide QAD Supply Chain Management Enterprise Operations Plan Distribution Requirements Planning Product Line Plan Resource Plan Reports, Browses, and
More informationAPICS PRINCIPLES OF OPERATIONS MANAGEMENT TOPIC OUTLINE CONCEPTS AND APPLICATIONS
APICS PRINCIPLES OF OPERATIONS MANAGEMENT TOPIC OUTLINE CONCEPTS AND APPLICATIONS About this Topic Outline This outline details the concepts and applications coved in all five of the APICS Principles of
More informationMaster Production Scheduling
Master Production Scheduling Revised May 7, 2002. mps.doc Author: Dean Ziegler, CPIM Table of Contents Instructions: Search Tips Using Systems2win Word documents Systems2win Copyright Terms How does Master
More informationManufacturing Efficiency Guide
Note: To change the product logo for your ow n print manual or PDF, click "Tools > Manual Designer" and modify the print manual template. Contents 3 Table of Contents 1 Introduction 5 2 What Is Manufacturing
More informationMaterial Requirement Planning (MRP) Mohd Yusnurahman Bin Mohd Yuznah
Material Requirement Planning (MRP) Nur'Ain Binti Yahaya Hazwan Bin Ismail Mohd Yusnurahman Bin Mohd Yuznah Nurhazwani Binti Jaya B050810172 B050810289 B050810294 B050810188 What is MRP? a system that
More informationManufacturing Planning and Control
1 Chapter Manufacturing Planning and Control The manufacturing planning and control (MPC) system is concerned with planning and controlling all aspects of manufacturing, including managing materials, scheduling
More informationfor Sage 100 ERP Work Order Overview Document
for Sage 100 ERP Work Order Document 2012 Sage Software, Inc. All rights reserved. Sage Software, Sage Software logos, and the Sage Software product and service names mentioned herein are registered trademarks
More informationUnderstanding Automotive EDI Automating and Integrating EDI for Increased Efficiency and Improved Delivery Performance
WHITE PAPER Understanding Automotive EDI Automating and Integrating EDI for Increased Efficiency and Improved Delivery Performance September 1, 2010 Written by Donna M. Ward PMP and former co-chair of
More informationVisual Planning and Scheduling Systems. A White Paper. Gregory Quinn President Quinn & Associates Inc September 2006 Updated October 2006
Visual Planning and Scheduling Systems A White Paper By Gregory Quinn President Quinn & Associates Inc September 2006 Updated October 2006 Visual Planning and Visual Scheduling Systems Introduction The
More informationUniversidad del Turabo MANA 705 DL Workshop Eight W8_8_3 Aggregate Planning, Material Requirement Planning, and Capacity Planning
Aggregate, Material Requirement, and Capacity Topic: Aggregate, Material Requirement, and Capacity Slide 1 Welcome to Workshop Eight presentation: Aggregate planning, material requirement planning, and
More informationInventory Management, Just-in-Time, and Backflush Costing
Inventory Management, Just-in-Time, and Backflush Costing Inventory Management in Retail Organizations Inventory Management is planning coordinating controlling activities related to the flow of inventory
More informationSeradex White Paper. Using Project Management Software for Production Scheduling. Software Selection Spectrum
Seradex White Paper A Discussion of Issues in the Manufacturing OrderStream Using Project Management Software for Production Scheduling Frequently, we encounter organizations considering the use of project
More informationAS9100 Quality Manual
Origination Date: August 14, 2009 Document Identifier: Quality Manual Revision Date: 8/5/2015 Revision Level: Q AS 9100 UNCONTROLLED IF PRINTED Page 1 of 17 1 Scope Advanced Companies (Advanced) has established
More information