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quiz 2 homework questions




Question;The problem of quality;control is;a. One of designing specifications for a quality control system;b. To ensure that;specifications are met by operations during production;c. Applying statistical methods to manufacturing;d. The conflict between internal and external inspectors;Sampling inspection by;attributes;a. Means each item sampled is classified as good or defective based;on quality standards;b. Can be used together with process control and variable measurement;as part of a quality control system;c. Utilizes a discrete scale of measurement;d. A & C;f. All of the above;A process control;chart;a. Assumes that 99.74% of random variations observed will fall within;an upper and lower limit;b. Represents upper and lower control limits set at? 2 standard deviations from the center;line;c. Separates the assignable cause of variation from the common cause;of variation;d. Assigns causes of variation to operator, machine, or material;f. A & C;Which of the following;statements is not true about six-sigma quality?;a. Six-sigma results in 3.4 ppm defects;b. Six-sigma is equivalent to a process capability of Cpk = 1.5;c. Six-sigma;corresponds to 3 standard deviations on either side of the mean;d. Six-sigma can be applied to administrative and service processes as;well;e. Motorola invented the term "six-sigma quality" in the;mid-80s;Attribute control occurs when the product;characteristic is measured on a continuous scale.;T/F;The seven tools of quality;control are equally applicable to both manufacturing and service;industries.;T/F;Six-sigma projects are typically managed;by full-time black belts.;T/F;The planning, design, and;control of the sequence of business processes, information and materials;from the suppliers through manufacturing and distribution to the customer;is;a. Demand management;b. Distribution channel management;c. Supply chain;management;d. Logistics management;The average cash-to-cash;cycle is defined as;a. Days in inventory + Days in account receivable + Days in accounts;payable;b. Days in inventory - Days in account receivable + Days in accounts;payable;c. Days in inventory +;Days in account receivable - Days in accounts payable;d. Days in inventory - Days in account receivable - Days in accounts;payable;e. None of the above;Which of the following is;NOT true of vertical integration?;a. Leads to greater;flexibility;b. Can result in loss of economies of scale;c. Helps achieve control of the supply chain;d. Reap profits of the supplier or distributor when there is an;attractive return from investment;Which of the following is not a form of;structural change of the supply chain?;a. Forward and backward integration;b. Changes to;information systems;c. Major process redesign;d. Outsourcing logistics to a third party;e. Major process simplification;Which of the;following is a way to improve the infrastructure in the supply;chain?;a. Forward and backward integration;b. Major process simplification;c. Setup time;reduction;d. Major product redesign;e. Outsourcing logistics to a third party;The objective of infrastructure change is;the same as structural change: To remove sources of uncertainty, to reduce;replenishment time, and to reduce total cost of supplying the;market.;T/F;In supply chain improvement it is often;necessary to dramatically reduce the setup time of equipment so that;smaller lots of the product can be economically produced.;T/F;A qualitative forecast;would most likely be used for;a. Aggregate planning;b. Scheduling;c. Process design;d. Inventory management;If a sales representative;tells his or her manager, "I hope to sell 20% more than last;year," this should be considered to be;a. A forecast;b. A performance measure;c. A goal;d. A production plan;26. All forecasts must;include two estimates: An estimate of the demand and an estimate of the;forecasting error.;T/F;Facilities decisions;a. Are medium-range capacity decisions;b. Should consider the four crucial questions independently;c. Constrain all other;capacity decisions;d. Require only planning for one year;The level workforce;strategy differs from the chase demand strategy in that;a. Labor skill level required is high;b. Variations in;demand are absorbed by inventory rather than changes in the workforce size;c. Budgeting and forecasting are done only over the short-run;d. Amount of supervision required is low;Which of the following is not a factor;affecting the elements of a facilities strategy?;a. Cost of facilities;b. Likely behavior of competitors;c. Business strategy;d. Whether the company;uses make-to-stock or assemble-to-order;e. International considerations;One way of leveling the demand during the;off-peak season is by employing a differential pricing strategy.;T/F;Aggregate Planning assumes that the;facility decisions are made and cannot be changed for a given;product.;T/F;Aggregate planning and;scheduling differ in that;a. The former ensures capacity is efficiently used whereas the latter;is the acquisition of resources;b. The former makes estimates of costs, demand, and service levels;desired while the latter concurrently allocates the needed resources;c. The former is first in the hierarchy of capacity planning decisions;and the latter is last;d. The former deals;with acquiring resources and the latter deals with allocating resources;According to;Goldratt;A. An hour lost at the;bottleneck is an hour lost in the entire system;b. A product coming out of a non-bottleneck is precious and should;not be wasted;c. Maximizing the efficiency of all resources would generate money;for the company;d. Utilization, Productivity, and Operating Expenses are the three;vital metrics of a process;Scheduling systems;need not answer which of the following questions?;a. What delivery date do I promise?;b. How much will the;schedule cost?;c. When should I start each particular activity or task?;d. How do I make sure that the job is completed on time?;Essay;questions;Explain what;is ISO standards;Explain what;is a Malcolm Baldrige award;Once Fig 9.2;Chart is established how soul you use it to accept or reject order;Explain the;difference between a chase strategy and a level strategy;Explain;batch processing and how to prevent bottlenecks at work stations.


Paper#52843 | Written in 18-Jul-2015

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