목표 : 3월 28일에 CPIM Part 1 취득하기
101. a normal distribution can be graphed as bell shaped curve.
in a noramal distribution, the actual points are concentrated aroung the average(meand). the futher from the average the data is the fewer data points emerge.
102. the principles of forecasting are
forecasts are usually wrong.
forecasts should include as estimate of error.
forecasts are more accurate in the near future.
forecast are more accurate for product families or groups.
- the reason is that aggregate numbers tend to be more accurate than detailed numbers. so although the sales forecast error may be very small in a companty, predicting the shipments of an end item will have more error associated with it.
103. the balance sheet for a firm shows
profit or loss for the period
ling and short term debt
cost of product sold
104. material requirements system receives direct input from master production schedling.
the master production schedule, once established, is submitted to the MRP system for use in calculating demand for the componenets.
105. when the MRP requirements change frequently and by small amounts, this is reffered to as nervousness.
system nervouseness occurs when the requirements change rapidly and by small amounts. this causes the system to create message to reschedule orders. following these orders would cause chaos on the manufacturing floor and at the suppliers.
the most effective ways to reduce system nervousness are to 1) use filters to reduce the messages or 2) use firm order which cause the system to minimize the replanning .
106. a tracking signal is used to monitor the quality of the forecast.
tracking signal are used to meaure the quality of the forecast to determine whether to adjust the forecast. they usually measure the sum of error against a deviation measure such as MAD.
107. the advantage of point-of-use inventory over central storage is reduced material handling (point-of-use inventory 찾아보자)
108. the safety stock required depends on all the following factors
frequency of ordering
service level
length of the leadtime.
109. MRO inventory describes items used in production but are not part of the product.
MRP's are items used in production but are not part of the product. these items would include hand tools, spare parts, grease, and suppliers.
110. break even point is revenues = total costs
111. EOQ assumption are usually valid for finished goods with independent and uniform demand. however, the assumption break down in many real-world cases. for example, products which have widely fluctating demand would not be good candidates for EOQ calculation.
112. income statement and balance sheet show firm's finance condition but do not best shoe firm's ability to pay off debt, and inventory truns show how effectively inventories are being used. cash flow the best firm's ability to pay off debt. it shows the net flow of dollars into or out of the proposed project.
113. the master production schedule is generally a direct input to material requitement planning.
114. 계산 문제
115.if the priority plans have to be adjusted at any ot planning levels because of capapcity problems, those should be reflected in the levels above. thus there must be feedback throughout the system so that the planning can be dept valid at all times.
closed-loop MRP is a system built around MRP that includes the additional planning functions of SOP, MPR, CRP, purchasing, PAC.
the term closed loop implies not only that each of these elements is included in the overal system, but also that feedback is provided by the execution functions so that that plant.
116. a closed loop MRP defined as integrated planning and control system with feedback from the bottom-up.
closed loop MRP systems operate from the top down with feedback throughout the system. these feedback mechnism allow changes to occur in the top level planning.
117. in operating a warehouse, the major operating cost is labor.
118. in most cases, the fastest way to increase capacity to meet a short-term requirement is to use overtime.
119. these competitive characteristic - order qualifier the firm must to be a viable competitor in the marketplace.
120. inputs to realistic MPS are
production plan,forecasts for end items, capacity constraints.
while costs are nice to have, they are not a necessary input.
121. inventory is used to decouple supply from the demand.
inventory is used to seperate supply from demand. this allows the manufacturing to occur smoothly without as much disruption caused by fluctuating demand. the inventory acts like a shock absober so the spikes in demand are not reflected in the manufacturing schedule.
122. in order to maximize profit, a company must have all the following objectives;
best customer service
lowest inventory investment
lowest distribution cost
123. the safety stock is fluctuation stock.
fluctuation stock is held to cover random unpredictable in supply and demand or leadtime.
if demand or leadtime is greated than forecast, a stockout will occur. safety scok is carried to protect against this possibility. its purpose is to prevent disruption in manufacturing or deliveries to customers. lot-size inventory is to take advantage of quantity discounts.
124. before a supplier's invoice can be paid, the following data must match.
quantity must match the purchase order.
price must match the purchase order.
quantity must match the order.
125. one important factor in the approach to negotiation is the type of product.
there are four types of product: commodities, standard products, items of small value, made to order items.
price is set by market supply and demand and can fluctuate widely = characteristics of commodities
there is not much room for negotiation usually = characteristics of standard product.
these can generally be nogotiated = characteristics of made - to - order items.
in items of small value, firm will negotiate a contact with a supplier widely.
126. the major objectives of MRP are 1) determining material requirements 2) keeping priorities(orders) current.
MRP is to determine what components are needed to meet the master production schedule. and based on the leadtime, to calculate the period when the components must be available. in the ever-changing world, MRP must be able to reorganized priorities to keep plans current. it must be able to add and delete, expedite, delay and changing orders.
127. owner's equity is assets less liabilities.
128. a forecast is typically more accurate for gorups of items rather than for individual items.
129. with regard to buyer-planner concept,
the planner/buyer is responsible for handling all the activities associated with the buying and production planning functions.
the planner/buyer is responsible for handling all the activities associated with the buying and production planning functions.
there is a smoother flow of information and material between the supplier and the factory.
to improve the effectiveness of the buyer-planner, many companies have combined the two functions of buying and planning. the planner's job and the buyer's job are combined into a single job done by one person. however, this person handles fewer components than either a buyer or a planner and the buyer/planner has a keener with suppliers.
130. a company needs to increase production in the current week to meet a customer request. the quickest way to accomplich this is to work overtime.
working overtime allows skilled workers to finish the customer job. this would be quicker than hiring workers which can take a great deal of tims. temporary workers can be hired quickly, however, the quality would suffer, and finding a short term subcontractor would not generally be feasible.
131. the amount of time needed for each order can be calculated by adding run time and set up time.
the time needed for each order can be calculated by adding run time and set up time. the set up time is fixed time component and the run time would be represented by a time per unit run. these would then be combined to calculate the time per job.
132. priority refers to the system's ability to maintain the true due dates for orders. the system constantly evluates the true due dates for released orders and will expedite or reschedule out the orders.
133. final assembly scheduling usually occurs when a customer order is received.
final assembly scheduling occurs only after the customer order is recieved. the FAS is the actual build schedule which ensures that the customers get what they wan. FAS occurs when ther are a variety of options for customer to order.
134. many different end items are made from a small number of components. - make to order.
make to order companies typically make many end items from a small number of components. the schedule is developed from actual customer orders.
135.the MPS has more detail than the production plan.
the MPS is a weekly build plan that contains more detail than the production plan. however, the MPS should add up to equal the production plan.
136. the minimum planning horizon for the MPS shoul be equal to the longest cumulative lead time.
the planning horizon should be equal to the longest cumulative lead time to purchase components and manufacture. this allows visibility for planning.
137. the mixed model production would be
the number of setup increases.
the ability fo respond to changes in model demand increase
inventory can be a minimum
with the mixed model production, inventory is reduced, and the ability to respond to changes in model demand increase.
the numver of setup increase. but shis is not a problem if setup tims are samll. the goal is to build every model evey day according to daily demand.
according to APICS,
mixed-model production is making several different parts or products in varying lot sizes so that a factory produces close to the same mix of products that will be sold that day. the mixed-model schedule governs the making and the delivery of component parts, including those provided byt outside cuppliers. the goal is to build every model every day according to daily demand.
28-3 mixed model production 질문합니다. : 네이버 카페 (naver.com)
28-3 mixed model production 질문합니다.
대한민국 모임의 시작, 네이버 카페
cafe.naver.com
138. a tracking signal identify BIAS in a forecast.
bias occurs when the cumulative actual demand varies from the forecast on a consistant basis.
a tracking signal provides a mathmatical method to determine if the forecast error is truly biased or if random error is occuring. random error will correct itself while bias will not. a tracking signal is calculated by dividing the algebraic sum of the forecast error by the MAD(mean absolute deviation).
139. operations are scheduled from the date the order is received. this would be forward scheduling.
forward scheduling begins when the order is received. the due date for the customer would be calculated based on material purchases and operation scheduling. it is used for developing promise date for the customer, or determining whether a ldate order can be delivered on time.
140. total employee involvement will result in an increase of coaching for first-line supervision.
141. available to promise is inventory and planned production not already committed.
available to promise is the part of inventory and planned production which is available to be promised to customers for delivery. it is calculated by adding scheduled receipts to the beggining inventory and subtracting actual orders scheduled before the next scheduled receipt.
142. exponential smoothing
new forecast = (alpha)(latest demand) +(1-appha)(previous forecast)
exponential smoothing uses a smoothing constant call alpha. it smoothes the variation between latest actual demand and the forecasted demand.
143.
the seven sources of waste identified by toyota are process, methods, movement, product defects. waiting items, overproduction and inventory.
144. planning bills are bills of material which represent average products.
planning bills are an artificial grouping of components established for planning purposes. they are used to simplify forecasting and scheduling. they are not buildable products.
145. capacity requirement planning is used to determine the feasibility of the material requirements plan.
146. the term linearity is used with Just-in Time to measure the achievement of the plan. this ensures that just the demand is produced and no extra parts are manufactures because time is available.(waste of overproduction).
147. for a company, quick setup and changeover provide a competitive advantage. the advantage of quick set up and change over is
reduced manufacturing lead time
improved quality
reduced work-in process
quick changeover and set up create many advantages, including reduced work-in process, reduced lead time, improved quality and improved flow. while improved maintenance is usually necessary for improved change over, it is not created by quick set up.
148. short term capacity can be increased by overtime, inventory or subcontracting.
149. if an annual contract is in place with a supplier, the weekly amount to be orderd is done via release.
often times this is done by the planner or supplier schedule, not a buyer.
the buyer would typically be the one negotiating the contract.
150. 계산 문제
151.the ABC approach to inventory control is have planty of 'C'parts.
the ABC inventory control operates on the assumption that a company's limited resources should be used to maintain the high priority items or A items. the C parts have less value and should threfore be maintained at a very high level of inventory so inaccuracies will not impact the operation. this would allow less resources to be committed managing the low priority items.
152. the benefits of subcontracting are
excess capacity is not left unused.
companies can produce at minimum levels, reducing facilities cost.
overtime can be reduced.
153. Increasing batch size provides better order-promising and due-date performance.
manufacturing lead time depends on queue and queue depends on the number and the batch size or the orders in process. if batch size is reduced, the queue and lead time will be reduced. reducing lead time improves forecast accuracy and provides better order promising and due-date performance.
154. rough cut capacity planning can be describes as checking to be sure that critical resources are available to support the preliminary MPS.
rough-cut - capacity - planning is concerned with making sure that critical resources are available at the preliminary MPS stage before committing to the schedule. critical resources are bottleneck operations(noe every work center)., labor and material which may be scarce or have long lead time.
155. product specifications, product mix, work pace will affect available capacity.
available capacity is affected by many factors including;
1) product specification changes will cause work content changes.
2) product mix - a change in product mix to more complicated products will affectavailable capacity.
3) work pace - if the speed of the work changes, so will available capacity.
4) methods -- if the equipment or method of each changes, then so will avaiable capacity.
156. work cell. -> 책 찾아서 다시 봐야할듯
work cell is dissimilar manchines grouped together into a production unit to produce a family of parts having similar routing. wrok cell permit high variety, low volume manufacturing to be repetitive for work cells to be really effective, product design and process desein must work together so part are designed for manufacture in work cells.
157. the primary reason for a time fence is to manage schedule cahnges most effectively.
time fences are mainly used to manage the changes that invariably occur in the master schedule. the frozen zone usually can be changed only with senior management approval due to the high cost of changes. the liquid zone can routinely have changes made becuase resources have not been committed. the slushy zone usually requires negotiated trade-offs between marketing and manufacturing. if capacity is available, then changed can usually be made.
158. a good measure of customer focus is high quality level.
159. fair price means
a competitive price in the market place at which the supplier an buyer can make a profit.
160. conformance can be meeting the specified requirements.
conformance, as defined by APICS dictionary, is ' an affirmative indication or judgement that a product or service has met the requirements of a relevant specification, contract or regulation'.
this does not mean that a manufacturer is necessarily making the highest quality products in the marketplace.
161. work center load report or display shows the demand for capacity at a work center for a specific period of time.
162. Capacity requirement planning (CRP) is concerned with
- individual orders and individual work centers
- calculating work center loads
CRP is concerned with very detailed scheduling for individual orders at each work center to calculate work center loads.
Resource Planning is concerned with checking the resources available for product families while rough cut capacity planning validates the MPS prior to running the schedule.
163. physical supply/ distribution is concerned with the fulfilment of a customer's order. this would include transportation, order entry, and warehousing. capacity planning, however, is considered part of the manufacturing process.
164. 계산 문제
165. how many of what products are needed and when products are needed are question of priority.
166. delivery time would most likely serves as an effective measure of supplier performance.
167. inputs to MRP are
- master production schedule
- inventory records
- bill of material
capacity planning is not an input to MRP. in fact MRP assumes infinite capacity is available in its calculation.
168. -> 이건 잘 모르겠다..
in MRP, the process of using pegging data to solve material availability or other problem. this process is accomplished by the partner. potential solutions include compressing LT, cutting order quantity, substituing material, and changing the master schedule.
169. the advantage of push system in distribution is replenishment decision making is centralized usually at the manufacturing site or central supply facility.
in push systme, all forecasting and other decision are made centrally. stock pushed out into the system from central supply. field warehouse have little or no say in what they receive.
170. the master production schedule(MPS) is an anticipated build schedule.
171. 계산문제
172. in order to manage queues and lead time, input/output control is used.
173. dispatching describes as releasing order to shop floor.
dispatching is the function of releasing orders to the shop floor based on the material requirements plan priorities.
174. work center load can be defined as the amount of work released to a work center.
175. considered parents means having children parts.
176. available capacity can be best described as the ability of a resource to produce a quantity of output for a particular period.
177. backward scheduling schedules the last operation on the routing so that the completion date is the due data. all previous operations are scheduled back from the last operation. the benefit of backward scheduling is that it schedules back from the customer due date. however, ther is no slack time, on time delivery and service may suffer.
178. 계산 문제
179. the largest element of physical distribution cost is transportation.
180.계산 문제
181. the charateristics of cycle counting are
- some items are counted each day
- it reduces partially lost production - 이것은 무슨 말인지 모르겠다
- it is a system of counting inventory continually throughout the year.
in cycle counting, depending on their importance, some items are counted frequently throughout the year whereas others are not. therefore A items in classification will be checked frequently compared to C items. because cycle counting uses trained and dedicated personnel and check selected items each day. it can complete or reduce lost production partially.
182. dispatching is the process of selecting and sequencing the available jobs to be run at individual work centers. it is a very important function in that jobs need to be prioritized in order to meet customer due dates.
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