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Q:
(p. 180) Which of the following basic types of process structures is one which equipment or work processes are arranged according to the progressive steps by which the product is made?
A. Project
B. Workcenter
C. Manufacturing cell
D. Assembly line
E. Continuous process
Q:
(p. 180) Which of the following is not a basic type of process structure?
A. Product-process matrix
B. Workcenter
C. Manufacturing cell
D. Assembly line
E. Continuous process
Q:
(p. 180) Which of the following is a basic type of process structure?
A. Process flow diagram
B. Product matrix
C. Process matrix
D. Workcenter
E. Manual assembly
Q:
(p. 204) In a workcenter, machine A has a ten minute set-up time per batch and a two minute per unit run time. Machine B performs the identical function but has a set-up time of thirty minutes and a one minute run time per unit. The workcenter makes products in batches ranging from one unit to one hundred units. Assuming capacity is not a limitation on either machine, on which batches should machine B be used?
A. All batches should be run on machine B
B. Batches of more than 20 units should be run on machine B
C. Batches of fewer than 80 units should be run on machine B
D. Batches with up to 50 units should be run on machine B
E. No batches should be run on machine B
Q:
(p. 204) You are hired as a consultant to decide if your client should purchase a new, highly specialized, piece of equipment. The product to be produced by this equipment is forecast to have a total worldwide demand of 15,000 units over the entire product life. The initial investment to acquire and install the equipment is $256,000. The variable cost to produce each unit will be $15 and the selling price for the finished product will be $30. Which of the following best describes the situation the firm is facing?
A. The company will recover its initial investment
B. The company's total margin will be less than its investment
C. It is a good investment
D. The break-even is lower than the 15,000 units that are expected to sell
E. All of the above
Q:
(p. 204) Assume a fixed cost for a process of $120,000. The variable cost to produce each unit of product is $35, and the selling price for the finished product is $50. Which of the following is the number of units that has to be produced and sold to break-even?
A. 5,000 units
B. 6,000 units
C. 8,000 units
D. 11,000 units
E. 12,000 units
Q:
(p. 204) Assume a fixed cost for a process of $15,000. The variable cost to produce each unit of product is $10 and the selling price for the finished product is $25. Which of the following is the number of units that has to be produced and sold to break-even?
A. 500 units
B. 667 units
C. 790 units
D. 900 units
E. 1,000 units
Q:
(p. 180) A difference between project and continuous flow categories of process flow structures is which two of the following?
A. The size and bulk of the product
B. Discrete parts moving from workstation to workstation
C. Degree of equipment specialization
D. Being a "Virtual Factory"
E. Profit per unit
Q:
(p. 180) Which of the following is not considered a major work flow structure?
A. Work Center
B. Project
C. Assembly line
D. Fabrication
E. Continuous Flow
Q:
(p. 183) Which of the following is not a step in developing a manufacturing cell layout? A. Grouping parts into families that follow a common sequence of steps B. Identifying dominant flow patterns of parts families as a basis for location of processes C. Physically grouping machines and processes into cells D. Disposing of left-over machinery and outsourcing ungrouped processes E. None of the above
Q:
(p. 189) When balancing an assembly line, which of the following is not a way to reduce the longest task time below the required workstation cycle time? A. Upgrade the equipment B. Assign a roaming helper to support the line C. Split the task between two workstations D. Speed up the assembly line transfer mechanism E. Use a more skilled worker
Q:
(p. 186) You have just determined the actual number of workstations that will be used on an assembly line to be 8 using the assembly-line balancing procedure. The cycle time of the line is 10 minutes and the sum of all that tasks required on the line is 60 minutes. Which of the following is the correct value for the resulting line's efficiency?
A. 0.500
B. 0.650
C. 0.750
D. 0.850
E. None of the above
Q:
(p. 186) You have just determined the actual number of workstations that will be used on an assembly line to be 6 using the assembly-line balancing procedure. The cycle time of the line is 5 minutes and the sum of all that tasks required on the line is 25 minutes. Which of the following is the correct value for the resulting line's efficiency?
A. 0.500
B. 0.833
C. 0.973
D. 0.990
E. None of the above
Q:
(p. 186) Using the assembly-line balancing procedure, which of the following is the theoretical minimum number of workstations if the task times for the eight tasks that make up the job are 7, 4, 7, 8, 9, 4, 3 and 6 minutes, and the cycle time is 8 minutes?
A. 3
B. 5
C. 6
D. 8
E. None of the above
Q:
(p. 186) Using the assembly-line balancing procedure, which of the following is the theoretical minimum number of workstations if the task times for the six tasks that make up the job are 4, 6, 7, 2, 6, and 5 minutes, and the cycle time is 10 minutes?
A. 3
B. 5
C. 6
D. 8
E. None of the above
Q:
(p. 185) Using the assembly-line balancing procedure, which of the following is the required cycle time if the production time in minutes per day is 1440 and the required output per day in units is 2000?
A. 0.72
B. 1.388
C. 250
D. 500
E. Cannot be determined from the information above
Q:
(p. 185) Using the assembly-line balancing procedure, which of the following is the required cycle time in minutes per unit if the daily production time is 480 minutes and the required daily output is 50 units?
A. 0.104
B. 50
C. 9.6
D. 480
E. Cannot be determined from the information above
Q:
(p. 189) The objective of mixed-model line balancing is to meet the demand for a variety of products and avoid building high inventories.
Q:
(p. 189) In designing a production line mixed-model line balancing might be used by JIT manufacturers.
Q:
(p. 189) In designing a production layout a flexible line layout might have the shape of a "U".
Q:
(p. 186) If the sum of the task times required to produce a product is 80 minutes and the cycle time for the same product is 15 minutes, the theoretical minimum number of workstations is 8 using the assembly-line balancing procedure.
Q:
(p. 185) The first step in balancing an assembly line is to specify the precedence relationships among tasks to be performed on the line.
Q:
(p. 186) If the sum of the task times required to produce a product is 45 minutes and the cycle time for the same product is 10 minutes. Thus, the theoretical minimum number of workstations is 5 using the assembly-line balancing procedure.
Q:
(p. 185) In balancing an assembly line, workstation cycle time has to be less than the time between successive units coming off the end of the line.
Q:
(p. 185) For the purposes of assembly-line balancing, the required workstation cycle time is found by dividing production time per day by the required units of output per day.
Q:
(p. 186) The efficiency of an assembly-line is found by a ratio of the sum of all task times divided by the cycle time.
Q:
(p. 186) In assembly-line balancing the theoretical minimum number of workstations is found by a ratio of the sum of all task times divided by the cycle time.
Q:
(p. 185) The assembly-line balancing procedure determines the precedence relationships of manufacturing tasks.
Q:
(p. 185) Workstation cycle time is the time between successive units coming off the end of the assembly line.
Q:
(p. 177) A process map shows the physical location of the various processes within a supply chain.
Q:
(p. 177) Little's law states that supply chain processes can be regarded as unrelated and thus treated and analyzed separately.
Q:
(p. 178) Little's law can be thought of as a relationship between units and time.
Q:
(p. 178) A high-level map or diagram of a supply chain process can be useful to understand how material flows and where inventory is held.
Q:
(p. 176) Assembling-to-order means moving the customer order decoupling point from finished goods to components.
Q:
(p. 176) The essential issue in satisfying customers in the make-to-stock environment is to balance the cost of the finished item against the willingness of the consumer to pay for it.
Q:
(p. 176) The essential issue in satisfying customers in the make-to-stock environment is to balance the level of finished inventory against the level of service to the customer.
Q:
(p. 176) An example of an assemble-to-order firm is Dell Computer.
Q:
(p. 176) The focus in the make-to-stock environment is on providing finished goods where and when the customers want them.
Q:
(p. 175) The time needed to respond to a customer's order is called the customer response time.
Q:
(p. 175) A make-to-order firm will work with the customer to design the product, and then make it from purchased materials, parts, and components.
Q:
(p. 175) Engineer-to-order firms will work with the customer to design the product, and then make it from purchased materials, parts, and components.
Q:
(p. 175) The closer the customer is to the customer order decoupling point the more quickly the customer receives the product.
Q:
(p. 175) The closer the customer is to the customer order decoupling point the longer it takes the customer to receive the product.
Q:
(p. 181) A project layout is characterized by a high degree of task ordering.
Q:
(p. 180) A project layout is characterized by a relatively low number of production units in comparison with process and product layout formats.
Q:
(p. 180) Workcenter layouts allocate dissimilar machines into cells to work on products that have dissimilar processing requirements.
Q:
(p. 183) The term "assembly line" refers to progressive assembly linked by some material handling device.
Q:
(p. 181) The product-process matrix shows the relationship between process structures and product volume and variety characteristics.
Q:
(p. 204) Break-Even Analysis can be used to help decide whether to perform a task with a special purpose machine or with a general purpose machine.
Q:
(p. 204) A general purpose machine is less capable than a special purpose machine in certain tasks but can perform a broader variety of tasks.
Q:
(p. 204) Break-Even Analysis can only be used in production equipment decision making when dealing solely with fixed costs, no variable costs.
Q:
(p. 204) One methodology used to evaluate equipment investment decisions where the investment entails an initial investment, fixed costs, and variable costs is Break-Even Analysis.
Q:
(p. 181) The volume requirements for the product are one determinant of the choice of which process structure to select.
Q:
(p. 181) One trade-off illustrated by the product-process matrix is between flexibility and cost.
Q:
(p. 180) One difference between an assembly line process flow and a continuous process flow is that on the assembly line the flow is discrete rather than continuous.
Q:
(p. 180) A continuous process indicates production of discrete parts moving from workstation to workstation at a controlled rate.
Q:
(p. 180) Process selection refers to the strategic decision of selecting which kind of production processes to use to produce a product or provide a service.
Q:
(p. 180) Process selection refers to the strategic decision of choosing the volume of output to produce in a manufacturing facility depending upon the way that facility produces.
Q:
(p. 204) A manufacturer has identified the options for acquiring a machined part. It can make the part on a numerically controlled lathe for $150 per unit (including materials.) It can make the part on a standard lathe for $250 per unit (also including materials.) It can make the part on a machining center for $50 per unit (also including materials.) The manufacturer can acquire a standard lathe for $10,000. It could acquire a numerically controlled lathe for $100,000. A machining center would cost $350,000. It has also found that it can purchase the part for $350 per unit.
Q:
(p. 204) Assume that you are offered a new piece of equipment for $10,000. The equipment will produce 10,000 units per year with a margin of $6.00 per unit. Demand for the product being produced has been 2,000 units per year. Your current equipment is fully depreciated and can produce the 2,000 units per year at but at a margin of only $4.00 per unit. Should you purchase the new equipment? Under what conditions?
Q:
(p. 180) Distinguish between a workcenter and a manufacturing cell.
Q:
(p. 143) What is the criterion for determining whether a project activity is on the "critical path" or not?
Q:
(p. 150) Describe how CPM handles the trade-offs between time and cost in the scheduling of a project.
Q:
(p. 140) What is the most basic requirement of an EVM system? _____________________________________________________________
Q:
(p. 138) What do the initials EVM stand for? _______________________________________
Q:
(p. 150) Below are the data for a Time-Cost CPM Scheduling analysis. The time is in days and the costs include both direct and indirect costs. If you crash this project to reduce the total time by four days, what is the total time of the project and total cost? __________________
Q:
(p. 150) You have collected the data for a Time-Cost CPM Scheduling model analysis. The time is in days and the project "direct costs" are given below. The indirect costs for the project are determined on a daily duration basis. If the project lasts 16 days the total indirect costs are $400, 15 days they will be $250, 14 days they will be $200, and 13 days they will be $100. If you crash this project by one day what is the total (i.e., direct and indirect) project cost? ____________________
Q:
(p. 136) What are "project milestones?" _________________________________________ Specific events to be reached at points in time are called project milestones.
Q:
(p. 143) What is that sequence of activities that consume the longest amount of time in a project network of activities called? _______________________________ The critical path
The critical path of activities in a project is the sequence of activities that form the longest chain in terms of their time to complete
Q:
(p. 151) In CPM analysis it is generally expected that the relationship between activity direct costs and project indirect costs will be which of the following?
A. Positively related
B. Optimally related
C. Negatively related
D. Not related
E. Fractionally related
Q:
(p. 154) You know when you have arrived at the optimal solution in using the Time-Cost CPM Scheduling model analysis when what happens?
A. You have found the critical path
B. You have run out of crash time
C. You no longer have a linear relationship with costs
D. You have reached the minimum total cost
E. You have run out of crash costs
Q:
(p. 145) You have collected the data for a Time-Cost CPM Scheduling model analysis. The time is in days and the project "direct costs" are given below. The indirect costs for the project are determined on a daily duration basis. If the project lasts 16 days the total indirect costs are $400, 15 days they will be $250, 14 days they will be $200, and 13 days they will be $100. At what day do we achieve the lowest total project cost (i.e., direct plus indirect costs)?
A. 16 days
B. 15 days
C. 14 days
D. 13 days
E. 12 days
Q:
(p. 145) You have collected the data for a Time-Cost CPM Scheduling model analysis. The time is in days and the project "direct costs" are given below. The indirect costs for the project are determined on a daily duration basis. If the project lasts 16 days the total indirect costs are $400, 15 days they will be $250, 14 days they will be $200, and 13 days they will be $100. If you crash this project by one day what is the total (i.e., direct and indirect) project cost?
A. $2,150
B. $2,300
C. $2,400
D. $2,450
E. $2,500
Q:
(p. 145) Below are the data for a Time-Cost CPM Scheduling analysis. The time is in days and the costs include both direct and indirect costs. If you crash this project to reduce the total time by four days, what is the total time of the project and total cost?
A. Total time is 10 days, total cost is $2500
B. Total time is 9 days, total cost is $2300
C. Total time is 8 days, total cost is $2750
D. Total time is 8 days, total cost is $1850
E. Total time is 9 days, total cost is $2350
Q:
(p. 154) Below are the data for a Time-Cost CPM Scheduling model analysis. The time is in days and the costs include both direct and indirect costs. If you crash this project to reduce the total time by one day what is the total time of the project and total cost?
A. Total time is 13 days, total cost is $1500
B. Total time is 12 days, total cost is $2000
C. Total time is 12 days, total cost is $2300
D. Total time is 11 days, total cost is $1850
E. Total time is 11 days, total cost is $2350
Q:
(p. 152) Below are the data for a Time-Cost CPM Scheduling model analysis. The time is in days and the costs include both direct and indirect costs. What are the total time of this project and total normal cost?
A. Total time is 13 days, total cost is $1200
B. Total time is 12 days, total cost is $1700
C. Total time is 11 days, total cost is $1600
D. Total time is 10 days, total cost is $1750
E. Total time is 9 days, total cost is $1700
Q:
(p. 153) You have the following time and cost information below for use in a Time-Cost CPM Scheduling model. What are the three costs per unit of time to expedite each activity?
A. A=$300, B=$200, C=$300
B. A=$100, B=$200, C=$400
C. A=$200, B=$200, C=$200
D. A=$100, B=$400, C=$300
E. A=$200, B=$300, C=$400
Q:
(p. 143) You have just performed a CPM analysis and have found that more than one path through the project network has zero slack values. What can you conclude?
A. You have incorrectly performed the analysis
B. You have multiple critical paths
C. Only one path is optimal
D. More than one path is optimal
E. The project will not be completed by the desired time
Q:
(p. 144) A listing of immediate predecessor activities is important information in a CPM analysis for which of the following reasons?
A. It specifies the relationships in the CPM network of activities
B. It provides useful timing information
C. It includes cost information
D. It is the probability information required in the final step of CPM
E. None of the above
Q:
(p. 145) For an activity in a CPM analysis the Early Finish time is 20 and the Late Finish time is 20. Which of the following statements is true?
A. The activity's late start must happen before its early start
B. The activity is on the critical path
C. The slack for this activity is 20
D. The duration of this task is zero
E. The duration of this task is 20