APICS CPIM Online Practice Questions and Exam Preparation

APICS CPIM Online Questions & Answers

• Question 111:

  Product design engineers sometimes change the design of a product and the components used. These changes must be recorded and controlled. The bill provides the method for doing so is called

  A. Engineering change control
  B. Production change control
  C. Demand change control
  D. Both A and B
  A. Engineering change control

• Question 112:

  Which of the following is NOT the possible root cause in generating some ideas about the main causes of the problem?

  A. Processes
  B. Materials
  C. Machines
  D. Environment
  A. Processes

• Question 113:

  Which of the following outcomes Is a benefit of mixed-model scheduling?

  A. Increased inventory
  B. Improved demand response
  C. Fewer setups
  D. Fewer material shortages
  C. Fewer setups

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  Explanation/Reference:

  Mixed-model scheduling is a technique that produces different models of the same product family in the same production line or work center. One of the benefits of mixed-model scheduling is that it reduces the number of setups required, as the models share common components and processes. Fewer setups can lead to lower setup costs, higher productivity, and better utilization of resources. The other outcomes are not benefits of mixed-model scheduling. Increased inventory, improved demand response, and fewer material shortages are more related to other factors such as inventory policies, demandforecasting, and supply planning. References: Mixed Model Scheduling | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM

• Question 114:

  A company confirms a customer order based on available capacity and inventory, even though the current production plan does not cover the entire order quantity. This situation is an example of what type of order fulfillment policy?

  A. Assemble-to-order (ATO)
  B. Capable-to-promise (CTP)
  C. Available-to-promise (ATP)
  D. Configure-to-order (CTO)
  B. Capable-to-promise (CTP)

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  Explanation/Reference:

  Capable-to-promise (CTP) is a type of order fulfillment policy that confirms a customer order based on the available capacity and inventory, as well as the current production plan and schedule. CTPcalculates the earliest possible delivery date for a customer order, considering the existing demand and supply situation. CTP allows a company to accept an order that exceeds the current available inventory, as long as it can produce the remaining quantity within the customer's requested delivery time. CTP helps to improve customer service, reduce inventory costs, and increase production efficiency.

• Question 115:

  In which of the following situations would you use an X-bar chart?

  A. Track the number of defects that are found in each unit.
  B. Measure the difference between the largest and the smallest in a sample.
  C. Determine the average value of a group of units.
  D. Estimate a subgroup variation.
  C. Determine the average value of a group of units.

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  Explanation/Reference:

  An X-bar chart is a type of control chart that is used to determine the average value of a group of units. It is also known as a mean chart. It plots the sample means of subgroups of units over time and compares them with the center line and the control limits. An X-bar chart is useful for monitoring the central tendency of a process and detecting any shifts or trends in the process mean. It is often used in conjunction with an R-chart, which measures the subgroup variation. References: Managing Supply Chain Operations, Chapter 9: Quality Management, Section 9.2: Statistical Process Control, Subsection 9.2.1: Control Charts CPIM Exam Content Manual, Module 8: Quality, Technology and Continuous Improvement, Section 8.1: Quality Management, Subsection 8.1.2: Statistical Process Control, Subsubsection 8.1.2.1: Control Charts

• Question 116:

  Which of the following tools is used to evaluate the impact that a production plan has on capacity?

  A. Demand time fence (DTF)
  B. Bill of resources
  C. Product routing
  D. Safety capacity
  B. Bill of resources

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  Explanation/Reference:

  A bill of resources is a tool that lists the capacity requirements for each work center or resource group based on the planned production quantities. It is used to evaluate the impact that a production plan has on capacity by comparing the available capacity with the required capacity. A bill of resources can also help identify capacity bottlenecks, excess capacity, and alternative resources. A demand time fence(DTF) is a tool that defines the period of time in which the master production schedule (MPS) is frozen and cannot be changed by customer orders. A product routing is a tool that defines the sequence of operations and work centers required to produce a product. A safety capacity is a tool that provides a buffer against demand and supply uncertainty by adding extra capacity to the planned capacity. These tools are not directly used to evaluate the impact that a production plan has on capacity, although they may affect the capacity planning process.

• Question 117:

  Which of the following items does the master scheduler have the authority to change in the master scheduling process?

  A. Product mix
  B. Aggregate volume
  C. Engineering change effectivity date
  D. Customer order quantities
  A. Product mix

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  Explanation/Reference:

  The master scheduler has the authority to change the product mix in the master scheduling process. The product mix is the combination and proportion of different products or product families that the company offers to its customers. The

  master scheduler can adjust the product mix based on the customer demand, the production capacity, the inventory levels, and the strategic objectives of the company. The master scheduler can also use the product mix to balance the

  demand and supply, to optimize the resource utilization, and to maximize the profitability. The other options are not correct, as they are items that the master scheduler does not have the authority to change in the master scheduling process,

  but rather inputs or constraints that the master scheduler has to follow or consider:

  Aggregate volume is the total quantity of products or product families that the company plans to produce and deliver in a given period. Aggregate volume is determined by the sales and operations planning (SandOP) process, which involves the

  senior management and the functional managers of the company. The master scheduler has to align the master production schedule (MPS) with the aggregate volume, and cannot change it without the approval of the SandOP team.

  Engineering change effectivity date is the date when a change in the design or specification of a product or a component becomes effective. Engineering change effectivity date is determined by the engineering department, which is

  responsible for the product development and innovation. The master scheduler has to incorporate the engineering change effectivity date into the MPS, and cannot change it without the approval of the engineering department.

  Customer order quantities are the amounts of products or product families that the customers order from the company. Customer order quantities are determined by the market demand and the customer preferences. The master scheduler

  has to satisfy the customer order quantities as much as possible, and cannot change them without the approval of the customers or the sales and marketing department.

  References :

  [CPIM Part 2 - Section A - Topic 1 - Sales and Operations Planning]

  Master Production Schedule (MPS)

  Product Mix

  Aggregate Planning

  Engineering Change Management

  Customer Order Management

• Question 118:

  Planning bill does not represent

  A. Buildable products
  B. Average product
  C. Product structure looks
  D. None of the above
  A. Buildable products

• Question 119:

  Which of the following benefits typically will be realized when switching from a functional to a cellular layout?

  A. Equipment utilization will be higher.
  B. Quality inspections will be reduced.
  C. Capital expenditures will be reduced.
  D. Products will have faster throughput.
  D. Products will have faster throughput.

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  Explanation/Reference:

  A cellular layout is a workplace organization in which processes are organized by the product or product family, rather than by the type of work (function). A cellular layout consists of cells, which are groups of machines or workstations that are located close to each other and perform all the operations required for a product or product family. A cellular layout has several advantages over a functional layout, such as reduced material handling, improved quality, increased flexibility, and enhanced employee involvement. One of the main benefits of a cellular layout is that products will have faster throughput. Throughput is the rate at which products are produced and delivered to the customers. A cellular layout can increase the throughput by reducing the travel distance, the waiting time, and the setup time for the products. A cellular layout can also improve the production flow, the synchronization, and the visibility of the products. The other options are not correct, as they are not the typical benefits of switching from a functional to a cellular layout, but rather possible drawbacks or trade-offs of switching from a functional to a cellular layout: Equipment utilization will be higher: This is unlikely to be true, as a cellular layout may result in lower equipment utilization than a functional layout. Equipment utilization is the ratio of the actual output of a machine to its maximum possible output. A cellular layout may reduce the equipment utilization by dedicating some machines to specific products or product families, which may limit the sharing of machines across different products or product families. A cellular layout may also reduce the equipment utilization by balancing the workload among the machines within a cell, which may prevent some machines from operating at their full capacity. Quality inspections will be reduced: This may or may not be true, depending on the quality level and the quality control system of the production process. A cellular layout may reduce the quality inspections by improving the quality of the products, as the workers in a cell are more responsible, skilled, and empowered to perform the operations and to detect and correct the defects. However, a cellular layout may also increase the quality inspections by requiring more frequent and rigorous checks of the products, as the products move from one cell to another or from one stage to another. Capital expenditures will be reduced: This is unlikely to be true, as a cellular layout may result in higher capital expenditures than a functional layout. Capital expenditures are the costs of acquiring or upgrading the fixed assets, such as machines, equipment, or facilities. A cellular layout may increase the capital expenditures by requiring more machines or equipment to create the cells, especially if the machines or equipment are specialized or customized for specific products or product families. A cellular layout may also increase the capital expenditures by requiring more space or facilities to accommodate the cells, especially if the cells are dispersed or isolated from each other. References : [CPIM Part 2 - Section B - Topic 4 - Sustainability] Cellular Manufacturing: Definition, Examples and Advantages -- Katana Cellular or Functional Layout? - IGI Global Functional Layout - Velaction What is cell layout - Studybuff.com

• Question 120:

  Which of the following production activity control (PAC) techniques focuses on optimizing output?

  A. Gantt chart
  B. Priority sequencing rules
  C. Theory of constraints (TOC) scheduling
  D. Critical path management (CPM)
  C. Theory of constraints (TOC) scheduling

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  Explanation/Reference:

  Theory of constraints (TOC) scheduling is a PAC technique that focuses on optimizing output by identifying and managing the bottleneck or the constraint in the production system. TOC scheduling aims to maximize the throughput of the constraint while minimizing the inventory and operating expenses. Gantt chart, priority sequencing rules, and critical path management (CPM) are other PAC techniques, but they do not specifically focus on optimizing output. Gantt chart is a graphical tool that shows the planned and actual start and finish dates of activities. Priority sequencing rules are methods of determining the order of processing jobs based on criteria such as due date, slack time, or processing time. CPM is a network analysis technique that identifies the longest path of activities in a project and the minimum time required to complete it. References: APICS CPIM Part 2 Exam Content Manual, p. 29 [APICS CPIM Learning System Version 8.0], Module 4, Section C, p. 4-25