2024年最新の100%試験高合格率CPIM-Part-2問題集PDF [Q83-Q105]

2024年最新の100%試験高合格率CPIM-Part-2問題集PDF

合格させる試験完全版CPIM-Part-2問題集153解答

質問 # 83
In a make-to-stock (MTS) environment, which of the following actions would improve thetrade-off between the cost ofinventory and the level of customer service?

• A. Reducing manufacturing overtime
• B. Improving estimates of customer demand
• C. Eliminating raw material stockouts
• D. Decreasing the frozen time zone

正解：B

解説：
Explanation
In a make-to-stock (MTS) environment, improving estimates of customer demand would improve the trade-off between the cost of inventory and the level of customer service. MTS is a production strategy that manufactures products in anticipation of customer demand, based on forecasts. The main challenge of MTS is to balance the inventory costs and the customer service levels. Inventory costs include holding costs, ordering costs, and obsolescence costs. Customer service levels measure the ability to meet customer demand without delay or stockout. A trade-off exists between these two objectives, as higher inventory levels can increase customer service levels but also increase inventory costs, and vice versa.
Improving estimates of customer demand can help reduce the trade-off between inventory costs and customer service levels, as it can lead to more accurate production planning and inventory management. By forecasting demand more accurately, a company can avoid overproduction or underproduction, which can result in excess inventory or stockouts, respectively. By producing the right amount of products at the right time, a company can lower its inventory costs and increase its customer service levels.
Eliminating raw material stockouts would not improve the trade-off between inventory costs and customer service levels in a MTS environment, as it would not affect the finished goods inventory or the customer demand. Raw material stockouts are a supply issue that can disrupt the production process and cause delays or shortages in the finished goods. However, they do not directly impact the inventory costs or the customer service levels of the finished goods, which are determined by the demand forecasts and the production plans.
Decreasing the frozen time zone would not improve the trade-off between inventory costs and customer service levels in a MTS environment, as it would increase the variability and uncertainty in the production process. The frozen time zone is the period of time in which no changes can be made to the production schedule, as it is considered fixed and final. Decreasing the frozen time zone would allow more flexibility and responsiveness to changes in demand or supply, but it would also increase the risk of errors, disruptions, or inefficiencies in the production process. This could resultin higher production costs, lower quality, or longer lead times, which could negatively affect the inventory costs and the customer service levels.
Reducing manufacturing overtime would not improve the trade-off between inventory costs and customer service levels in a MTS environment, as it would reduce the production capacity and output. Manufacturing overtime is a way of increasing the production capacity and output by extending the working hours of the production resources, such as labor or equipment. Reducing manufacturing overtime would lower the production costs, but it would also lower the production output. This could result in insufficient inventory to meet customer demand, which could lower the customer service levels. References := Make-to-Stock (MTS) Definition, Make-to-Stock (MTS) vs Make-to-Order (MTO) | TradeGecko, Value Creation: Assessing the Cost-Service Trade-off

質問 # 84
Establishment of goals and baselines prior to entering the plan-do-check-act (FDCA) cycle allows improvement teams to:

• A. complete the project with fewer iterations.
• B. determine if improvement potential is complete.
• C. assure successful completion of the improvement effort.
• D. determine whether an effective change was made in the process.

正解：D

解説：
Explanation
Establishment of goals and baselines prior to entering the plan-do-check-act (PDCA) cycle allows improvement teams to determine whether an effective change was made in the process. Goals are the desired outcomes or targets that the improvement teams want to achieve by implementing changes in the process1. Baselines are the current or initial performance levels of the process beforeimplementing any changes2. By establishing goals and baselines, improvement teams can have a clear direction and a reference point for their improvement efforts.
In the PDCA cycle, improvement teams follow four steps: plan, do, check, and act. In the plan step, they define the problem, analyze the root cause, and propose countermeasures. In the do step, they test the countermeasures on a small scale. In the check step, they measure and evaluate the results of the test and compare them with the goals and baselines. In the act step, they standardize and sustain the successful countermeasures or revise and repeat the cycle if needed3.
By comparing the results with the goals and baselines in the check step, improvement teams can determine whether an effective change was made in the process. An effective change is one that improves the performance of the process and meets or exceeds the goals set by the improvement teams4. If the results show that an effective change was made, improvement teams can move to the act step and implement the change on a larger scale. If not, improvement teams can go back to the plan step and identify new or revised countermeasures5.
Therefore, establishment of goals and baselines prior to entering the PDCA cycle allows improvement teams to determine whether an effective change was made in the process.
References: 1: Goal Setting Definition 1 2: Baseline Definition 2 3: What is an A33 4: How to Use an A3 Report for Problem Solving 4 5: The A3 Problem Solving Method

質問 # 85
Safety capacity in lean environments is:

• A. unnecessary waste to be reduced in the next kaizen event.
• B. employing additional workers in peak periods.
• C. where taketime is greater than cycle time.
• D. provided by adding an additional shift.

正解：C

解説：
Explanation
Safety capacity in lean environments is where take time is greater than cycle time. Take time is the average time between the start of production of one unit and the start of production of the next unit1. Cycle time is the average time it takes to complete one unit of a product or service2. Safety capacity is the amount of capacity that is reserved to deal with unexpected events or fluctuations in demand or supply3.
In lean environments, the goal is to minimize waste and maximize value by producing only what the customer wants, when the customer wants it, and in the exact amount4. This means that the production system should be synchronized with the customer demand, and the take time should match the cycle time. However, in reality, there may be variations or uncertainties in the demand or supply, such as changes in customer preferences, seasonal patterns, quality issues, equipment breakdowns, or supplier delays. These variations or uncertainties can cause disruptions or imbalances in the production system, leading to stockouts, overproduction, waiting, defects, or rework5.
To cope with these variations or uncertainties, lean environments may use safety capacity as a buffer or contingency plan. Safety capacity is where take time is greater than cycle time, meaning that the production system has some extra capacity to produce more than what the customer currently demands. This extra capacity can be used to absorb the variations or uncertainties and maintain a smooth and stable production flow6. However, safety capacity should not be confused with excess capacity, which is where take time is much greater than cycle time, meaning that the production system has a lot of idle or underutilized resources. Excess capacity is a waste that should be eliminated or reduced in lean environments7.
Therefore, safety capacity in lean environments is where take time is greater than cycle time.
References: 1: Take Time Definition 1 2: Cycle Time Definition 2 3: Safety Capacity Definition 3 4: Lean Manufacturing Definition 4 5: The Seven Wastes of Lean 5 6: Capacity Planning Tools 6 7: Excess Capacity

質問 # 86
An analysis was done on a group of parts that showed a missed delivery resulting in lost sales on other product lines manytimes greater than the value of the initial lost sale. As a result, the company launched an initiative to increase the fill rate onthese parts to 100%. Currently, they have raised the fill rate to 99%. As they continue the initiative, what effects are mostlikely expected?

• A. Neither operating costs nor service level will increase.
• B. Operating costs will increase faster than service level.
• C. Operating costs and service level will both increase at the same rate.
• D. Operating costs will increase slower than service level,

正解：B

解説：
Explanation
Fill rate is the percentage of customer orders that are fulfilled without running out of inventory or placing backorders1. Fill rate is an important measure of customer service and inventory management efficiency. A high fill rate indicates that the company can meet customer demand in a timely and accurate manner, while a low fill rate suggests that the company is struggling to satisfy customer expectations.
Operating costs are the expenses associated with running a business, such as rent, utilities, wages, transportation, etc2. Operating costs are influenced by various factors, such as production volume, inventory level, technology, and quality. A high operating cost means that the company spends more money to produce and deliver its products or services, while a low operating cost means that the company spends less money to do so.
Service level is the measure of how well a company delivers its products or services to its customers, based on criteria such as availability, timeliness, quality, and satisfaction3. Service level is affected by various factors, such as demand variability, supply reliability, capacity utilization, and customer feedback. A high service level means that the company meets or exceeds customer expectations, while a low service level means that the company fails or falls short of customer expectations.
As the company continues its initiative to increase the fill rate on these parts to 100%, it is most likely that operating costs will increase faster than service level. This is because increasing the fill rate requires increasing the inventory level, which in turn increases the carrying costs, such as warehousing, insurance, taxes, and obsolescence4. Moreover, increasing the fill rate also requires reducing the variability and uncertainty in demand and supply, which may involve investing in more advanced technology, improving quality control, enhancing supplier relationships, or implementing demand management techniques5. These actions can also increase the operating costs of the company.
However, increasing the fill rate does not necessarily increase the service level at the same rate. This is because service level depends not only on fill rate, but also on other factors, such as delivery speed, order accuracy, product quality, and customer satisfaction6. Therefore, increasing the fill rate may not be enough to improve the service level significantly. In fact, there may be a point of diminishing returns, where increasing the fill rate beyond a certain level does not result in a proportional increase in service level. For example, increasing the fill rate from 95% to 99% may have a noticeable impact on service level, but increasing it from
99% to 100% may have a negligible impact on service level.

質問 # 87
The cost accountant has discovered a consistent overage in actual run time for one operation. This informationshould besent first to the:

• A. production supervisor to review and explain the overage.
• B. the engineering manager to evaluate the run time for the routing.
• C. quality manager to add a new quality measurement to the operation.
• D. product manager to increase the selling price of the product.

正解：B

解説：
Explanation
The information about the consistent overage in actual run time for one operation should be sent first to the engineering manager to evaluate the run time for the routing. A routing is a document that specifies the sequence of operations and work centers required to produce a product or feature. A run time is the amount of time needed to perform an operation or a task at a work center. An overage in actual run time means that the actual time spent on an operation or a task is more than the planned or standard time. This can result in lower efficiency, productivity, or quality, as well as higher costs, waste, or delays.
The engineering manager is responsible for designing and maintaining the routing and the run time for each operation or task. The engineering manager can evaluate the run time for the routing by comparing the actual and planned times, identifying the causes of the overage, and taking corrective actions. For example, the engineering manager may:
Review the accuracy and validity of the planned or standard time, and update it if necessary.
Analyze the performance and capability of the machines, equipment, or labor involved in the operation or task, and improve them if needed.
Investigate the presence of any errors, defects, rework, or variability in the operation or task, and eliminate them if possible.
Implement lean production techniques, such as value stream mapping, waste reduction, or continuous improvement, to optimize the operation or task.
The other options are not appropriate for sending the information about the consistent overage in actual run time for one operation first. The product manager is not responsible for designing or maintaining the routing or the run time for each operation or task. The product manager is responsible for managing and marketing the product or feature, such as defining its specifications, features, price, or promotion. Increasing the selling price of the product is not a solution for addressing the overage in actual run time, as it may reduce customer demand or satisfaction, as well as increase competition. The quality manager is not responsible for designing or maintaining the routing or the run time for each operation or task. The quality manager is responsible for ensuring and improving the quality of the product or feature, such as setting quality standards, implementing quality control methods, or conducting quality audits. Adding a new qualitymeasurement to the operation is not a solution for addressing the overage in actual run time, as it may increase complexity or cost without improving efficiency or productivity. The production supervisor is not responsible for designing or maintaining the routing or the run time for each operation or task. The production supervisor is responsible for overseeing and coordinating the production activities at a work center, such as scheduling operations, assigning resources, monitoring performance, or resolving issues. Reviewing and explaining the overage in actual run time is not a solution for addressing it, as it does not identify or eliminate its causes.
References := [Routing - an overview | ScienceDirect Topics], [Run Time - an overview | ScienceDirect Topics], [Engineering Manager Job Description - Betterteam], [Product Manager Job Description - Betterteam], [Quality Manager Job Description - Betterteam], [Production Supervisor Job Description - Betterteam]

質問 # 88
When forecasting the demand for a product, the highest percentage of error will occur at the:

• A. field warehouses.
• B. market segment.
• C. central warehouse.
• D. master schedule.

正解：A

解説：
Explanation
The question is about forecasting the demand for a product, and the options are different levels of aggregation or disaggregation. The highest percentage of error will occur at the most disaggregated level, which is the field warehouses. The field warehouses are the locations where the finished products are stored and delivered to the customers. The demand at the field warehouses is affected by various factors, such as customer preferences, seasonality, promotions, and competition. The demand at the field warehouses is also more volatile and uncertain than the demand at the higher levels of aggregation, such as the market segment or the central warehouse. Therefore, forecasting the demand at the field warehouses will have the highest percentage of error, which means that the forecast will deviate more from the actual demand.
The other options are not the levels where the highest percentage of error will occur. The master schedule is not a level of aggregation or disaggregation, but a plan that specifies the quantity and timing of finished products to be produced in a given period. The master schedule is based on the forecasted demand, the customer orders, and the production capacity. The master schedule does not have a percentage of error, but it may have a variance or deviation from the actual production output. The market segment is a level of aggregation that groups the customers or products based on their common characteristics or needs. The market segment is a higher level than the field warehouses, and it has less variability and uncertainty in demand.
Therefore, forecasting the demand at the market segment will have a lower percentage of error than forecasting at the field warehouses. The central warehouse is a level of aggregation that consolidates the inventory from different sources and distributes it to different destinations. The central warehouse is a higher level than the field warehouses, and it has less variability and uncertainty in demand. Therefore, forecasting the demand at the central warehouse will have a lower percentage of error than forecasting at the field warehouses.

質問 # 89
Which of the following is an example of implosion in distribution requirements planning (DRP)?

• A. Redistributing inventory from several field locations and centralizing it at the manufacturing facility
• B. Gathering information from several field locations and aggregating it at the manufacturing facility
• C. Gathering information from the manufacturing facility and distributing it to the field locations
• D. Redistributing inventory from several warehouses to one central warehouse N

正解：B

解説：
Explanation
Implosion in distribution requirements planning (DRP) is the process of calculating the gross requirements for a supplying location based on the net requirements of its customers or demand sources1. Implosion is the opposite of explosion, which is the process of calculating the net requirements for a demand source based on the gross requirements of its customers or demand sources2. Implosion and explosion are used to synchronize the supply and demand across different levels of the distribution network3.
An example of implosion in DRP is gathering information from several field locations and aggregating it at the manufacturing facility. This example shows how the manufacturing facility, which is the supplying location, can determine its gross requirements by adding up the net requirements of its field locations, which are its customers or demand sources. This way, the manufacturing facility can plan its production and inventory levels to meet the demand from the field locations.

質問 # 90
Which of the following planning modules considers the longest-range planning goals?

• A. Capacity requirements planning (CRP)
• B. Rough-cut capacity planning (RCCP)
• C. Resource planning
• D. Input/output analysis

正解：D

解説：
Explanation
Process improvement is a method of analyzing and enhancing the production methods and techniques to increase productivity and performance. Process improvement aims to reduce costs, waste, defects, and errors, as well as to improve quality, efficiency, and customer satisfaction. When considering process improvement, the first approach that should be considered is making better use of existing resources. This means that the production system should optimize the utilization and allocation of the available resources, such as materials, labor, machines, and space. This can be achieved by implementing various techniques, such as lean manufacturing, six sigma, kaizen, or 5S. Making better use of existing resources can help to improve the process without requiring additional investment or expenditure.
The other options are not the first approaches that should be considered as part of process improvement.
Hiring more skilled people to perform the job is not the first approach, as it may increase the labor cost and require more training and supervision. Hiring more skilled people may not necessarily improve the process if the existing methods and techniques are inefficient or ineffective. Buying better and faster equipment is not the first approach, as it may involve a large capital outlay and a long payback period. Buying better and faster equipment may not necessarily improve the process if the existing resources are underutilized or misallocated.
Applying stricter quality control is not the first approach, as it may increase the inspection and testing cost and time. Applying stricter quality control may not necessarily improve the process if the existing methods and techniques are prone to errors or defects. References: CPIM Exam Content Manual Version 7.0,Domain 8:
Manage Quality, Continuous Improvement, and Technology, Section 8.2: Continuous Improvement Concepts, p. 46; Process Improvement; Process Improvement Definition.

質問 # 91
Which of the following methods most likely introduces a temporary variance betweenthe inventory balance and theinventory record?

• A. Kanban
• B. Backflushing
• C. Inventory write-off
• D. Cycle count

正解：D

解説：
Explanation
Resource planning is a planning module that considers the longest-range planning goals. Resource planning is a method of determining the long-term capacity and resource requirements for a manufacturing system, based on the aggregate production plan, the sales and operations plan, and the business plan. Resource planning helps to align the production capacity and resources with the strategic objectives and goals of the organization.
Resource planning considers the longest-range planning goals, which are usually expressed in terms of years or quarters.
The other options are not planning modules that consider the longest-range planning goals. Capacity requirements planning (CRP) is a planning module that calculates the capacity and load for each work center in a manufacturing system, based on the material requirements plan, the routing file, and the open order file.
CRP helps to identify and resolve the capacity constraints and bottlenecks in the production process. CRP considers the short-range planning goals, which are usually expressed in terms of days or weeks. Input/output analysis is a planning module that compares the actual input/output of each work center in a manufacturing system with the planned input/output, based on the capacity requirements plan and the shop floor data.
Input/output analysis helps to monitor and control the performance and efficiency of each work center.
Input/output analysis considers the short-range planning goals, which are usually expressed in terms of days or weeks. Rough-cut capacity planning (RCCP) is a planning module that estimates the feasibility and adequacy of the key resources or work centers in a manufacturing system, based on the master production schedule and the bill of resources. RCCP helps to validate and adjust the master production schedule according to the available capacity and resources. RCCP considers the medium-range planning goals, which are usually expressed in terms of months or weeks. References: CPIM Exam Content Manual Version 7.0, Domain 4: Plan and Manage Supply, Section 4.2: Supply Planning Methods, p. 26; Resource Planning; Capacity Requirements Planning.

質問 # 92
A focused differentiation strategy is best chosen with:

• A. a narrow buyer segment and pursuit of a unique competitive advantage.
• B. a narrow buyer segment and pursuit of a lower cost competitive advantage.
• C. a broad cross-section of buyers and pursuit of a lower cost competitive advantage.
• D. a broad cross-section of buyers and pursuit of a unique competitive advantage.

正解：A

解説：
Explanation
A focused differentiation strategy is a type of focus strategy that targets a narrow buyer segment and pursues a unique competitive advantage. A focus strategy is a business-level strategy that involves concentrating on a specific market niche or segment and tailoring the products or services to the needs and preferences of that niche1. A differentiation strategy is a business-level strategy that involves creating a product or service that is perceived as unique, distinctive, or superior by the customers, and charging a premium price for it2. A focused differentiation strategy combines these two approaches by offering a differentiated product or service to a narrow market segment that has unique demands or characteristics. This strategy allows the firm to create value for its customers and charge higher prices than its competitors, while avoiding direct competition with firms that target a broader market or offer lower-cost products or services3.
An example of a focused differentiation strategy is Lululemon, a Canadian company that sells high-end yoga and athletic apparel. Lululemon targets a niche market of health-conscious, affluent, and fashion-oriented women who are willing to pay premium prices for its products. Lululemon differentiates itself from other sportswear brands by offering high-quality, stylish, and innovative products that are designed to enhance the performance and comfort of its customers. Lululemonalso fosters a strong brand identity and community among its customers by providing yoga classes, fitness events, online platforms, and social media engagement4.
References:
Focus Strategy - Definition, Types and Examples | Marketing Tutor
Differentiation Strategy - Definition & Examples | Marketing Tutor
Focused Differentiation Strategy: Definition & Examples - Video & Lesson Transcript | Study.com Lululemon's Focused Differentiation Strategy - Business Strategy Hub

質問 # 93
A process capability study would be necessary in a laboratory when:

• A. hours of operation are to be extended.
• B. a new technician is hired.
• C. frequent failures are occurring.
• D. A test results are consistently late.

正解：C

解説：
Explanation
A process capability study is a method of evaluating how well a process can produce outputs that meet the specifications or requirements. A process capability study involves collecting data from a sample of the process output, calculating the process mean and standard deviation, and comparing them with the specification limits1. A process capability study can help identify the sources and causes of variation, measure the performance and quality of the process, and determine the potential for improvement2.
A process capability study would be necessary in a laboratory when frequent failures are occurring. Frequent failures indicate that the process is not capable of producing reliable and consistent results, and that there may be some problems or defects in the process. A process capability study can help diagnose the issues and suggest corrective actions to reduce or eliminate the failures. For example, a laboratory that performs blood tests may conduct a process capability study to find out why some of the test results are inaccurate or invalid, and what factors affect the accuracy and validity of the test results.
The other options are not situations that would require a process capability study, because they are either unrelated or irrelevant to the process performance or quality. A test results are consistently late (A) is a problem of timeliness, not capability. A new technician is hired is a change of personnel, not process. Hours of operation are to be extended (D) is a change of schedule, not process.
References:
Process Capability Analysis Cp, Cpk, Pp, Ppk - A Guide - 1factory
What is Process Capability? Capability Estimates & Studies | ASQ

質問 # 94
Which of the following actions will result in lower inventory levels?

• A. Increase customer service level.
• B. Reduce replenishment lead times.
• C. Level load the master production schedule (MPS).
• D. Decentralize inventory locations.

正解：B

解説：
Explanation
Replenishment lead time is the time between placing an order and receiving the goods1. Reducing replenishment lead time will result in lower inventory levels, as it will allow the company to order less frequently and in smaller quantities, while still meeting customer demand. This will reduce the safety stock, cycle stock, and pipeline stock that the company needs to hold, and thus lower the inventory carrying costs and risks.
The other options will not result in lower inventory levels. Level loading the MPS means producing at a constant rate regardless of demand fluctuations2. This will result in higher inventory levels, as the company will need to build up inventory during periods of low demand and draw down inventory during periods of high demand. Increasing customer service level means improving the ability to meet customer expectations and requirements3. This will also result in higher inventory levels, as the company will need to hold more safety stock to avoid stockouts and ensure high fill rates. Decentralizing inventory locations means distributing inventory across multiple warehouses or facilities4. This will also result in higher inventory levels, as the company will need to maintain more safety stock at each location to account for demand variability and uncertainty.
References : What is Replenishment Lead Time?; Level Loading Definition; Customer Service Level; Centralized vs Decentralized Inventory Management.

質問 # 95
When designing a production cell, which of the following items would be the most important consideration?

• A. The output rate for the first operation and move time after the last workstation
• B. The taketime requirement for each operator to meet the monthly production goals of the plant
• C. The unit per hour requirement for the production cell to meet the sales forecast
• D. The flow of materials into the cell and sequencing of operations to minimize total cycle time

正解：D

解説：
Explanation
A production cell is a group of machines or workstations that are arranged in a layout that facilitates the flow of materials and work-in-progress in a manufacturing system. A production cell is usually designed to produce a family of products or services that have similar characteristics or requirements. A production cell is often based on the principles of lean manufacturing and group technology, which aim to eliminate waste and improve quality. When designing a production cell, the most important consideration is the flow of materials into the cell and sequencing of operations to minimize total cycle time. The flow of materials into the cell refers to the movement and direction of the raw materials, components, or modules that enter the cell for processing. The sequencing of operations refers to the order and arrangement of the machines or workstations that perform the processing steps within the cell. Minimizing total cycle time refers to reducing the time it takes to complete a product or service from start to finish. By considering these factors, a production cell can achieve high efficiency, flexibility, and productivity.
The other options are not the most important considerations when designing a production cell. The unit per hour requirement for the production cell to meet the sales forecast is not the most important consideration, as it is a result of the demand planning and capacity planning functions, which are separate from the production cell design. The unit per hour requirement indicates how many units of a product or service the production cell needs to produce in an hour to meet the expected customer demand. The output rate for the first operation and move time after the last workstation are not the most important considerations, as they are only parts of the total cycle time calculation, which also includes the processing time and waiting time for each operation. The output rate for the first operation is the number of units that the first machine or workstation in the cell can produce in an hour. The move time after the last workstation is the time it takes to transport the finished product or service from the last machine or workstation in the cell to the next stage or destination. The take time requirement for each operator to meet the monthly production goals of the plant is not the most important consideration, as it is a measure of labor productivity, which is affected by factors such as skill, training, motivation, and supervision. The take time requirement for each operator is the amount of time that an operator needs to complete one unit of a product or service. References: CPIM Exam Content Manual Version
7.0, Domain 6: Plan, Manage, and Execute Detailed Schedules, Section 6.2: Detailed Scheduling Methods, p.
38; Cellular manufacturing; Production Cell.

質問 # 96
When procuring for innovative products, the focus should be on:

• A. total landed cost.
• B. unit cost.
• C. lot sizes.
• D. lead times.

正解：A

解説：
Explanation
When procuring for innovative products, the focus should be on the total landed cost, which is the sum of all costs associated with making and delivering products to the point where they are used. This includes not only the unit cost, but also the transportation, handling, inventory, taxes, duties, and other fees associated with the procurement process. By focusing on the total landed cost, procurement can evaluate the true value of innovative products and compare them with alternative solutions. Focusing on unit cost alone may overlook the potential benefits of innovation, such as improved quality, performance, or sustainability. Lead times and lot sizes are also important factors to consider, but they are not the main focus when procuring for innovation. References : CPIM Part 2 Exam Content Manual, Domain 4: Plan and Manage Supply, Section A:
Supply Management Concepts and Approaches, Subsection 2: Procurement Strategies and Techniques, Page
17.

質問 # 97
What is the main negative effect of changing the due dates of open orders?

• A. The schedule information becomes inaccurate.
• B. The schedule does not support demand.
• C. The customer service level decreases.
• D. It leads to "nervousness" in the schedule.

正解：D

解説：
Explanation
Nervousness is a term that describes the instability or variability of a production schedule due to frequent changes in demand, supply, or capacity. Nervousness can cause disruption, inefficiency, and waste in the production system, as well as lower customer service and satisfaction. Changing the due dates of open orders is a main cause of nervousness in the schedule, as it affects the priority and sequence of the production orders, and may require rescheduling or replanning of the resources and activities. Changing the due dates of open orders may be necessary to accommodate urgent or unexpected customer requests, but it also increases the complexity and uncertainty of the production process.
The other options are not the main negative effects of changing the due dates of open orders. The schedule information becomes inaccurate is not a negative effect, but a consequence of changing the due dates of open orders. The schedule information reflects the planned input/output of the production system, and it needs to be updated and communicated whenever there are changes in the due dates of open orders. The customer service level decreases is not a negative effect, but a possible outcome of changing the due dates of open orders. The customer service level measures the degree to which the production system meets or exceeds the customer expectations in terms of quality, quantity, and delivery. Changing the due dates of open orders may improve the customer service level for some customers, but it may also deteriorate it for others, depending on how the changes affect their orders. The schedule does not support demand is not a negative effect, but a potential problem of changing the due dates of open orders. The schedule should support demand by ensuring that the production system can produce or deliver what the customers want, when they want it. Changing the due dates of open orders may create a mismatch between the schedule and demand, which may result in overproduction or underproduction, stockouts or excess inventory, or late or early deliveries. References: CPIM Exam Content Manual Version 7.0, Domain 6: Plan, Manage, and Execute Detailed Schedules, Section 6.1: Detailed Scheduling Concepts, p. 36; Nervousness; Production Schedule.

質問 # 98
Which of the following conditions is required for an effective single-sourcing relationship?

• A. The organizations must be located close to each other.
• B. The supplier must offer the lowest price per unit.
• C. Demand for the customer's products must be stable.
• D. The organizations must be mutually dependent.

正解：D

解説：
Explanation
An effective single-sourcing relationship requires that the organizations must be mutually dependent. This means that both the customer and the supplier rely on each other for their success and benefit from the partnership. Mutual dependence can foster trust, collaboration, communication, innovation, and problem-solving between the parties. It can also reduce the risks of supply disruptions, quality issues, price fluctuations, and contract breaches. Mutual dependence can be achieved by aligning the goals, values, and strategies of the organizations, as well as by sharing information, resources, and risks. Demand for the customer's products does not have to be stable for a single-sourcing relationship to work. In fact, single sourcing can help the customer cope with demand variability by ensuring a consistent supply of goods or services from the supplier. The supplier does not have to offer the lowest price per unit for a single-sourcing relationship to be effective. The customer may choose a single supplier based on other factors, such as quality, delivery, innovation, or reputation. The price per unit may not reflect the total cost of ownership, which includes other costs such as transportation, inventory, maintenance, and warranty. The organizations do not have to be located close to each other for a single-sourcing relationship to be successful. With advances in technology and logistics, distance is not a major barrier for communication and coordination between the customer and the supplier. Moreover, single sourcing can reduce the complexity of managing multiple suppliers across different locations. References := What Is Single Sourcing? (Plus Benefits and 7 Examples), Single Sourcing Vs Sole Sourcing Sourcing | CIPS, What Is Single Sourcing In Procurement And Why Is It Important?

質問 # 99
Which of the following tools is used for monitoring a capacity plan?

• A. Dispatch report &
• B. Input/output control (I/O)
• C. Demonstrated capacity
• D. Resource planning

正解：B

解説：
Explanation
Input/output control (I/O) is a type of tool that is used for monitoring a capacity plan. A capacity plan is a statement of the resources needed to meet the production plan over a medium-term horizon. A capacity plan can be stated in different units of measure depending on the type of manufacturing environment, such as hours, units, tons, or dollars. Input/output control (I/O) is a method of measuring and comparing the actual input and output of a work center or a production line against the planned input and output. Input is the amount of work that is released to the work center or the production line, and output is the amount of work that is completed by the work center or the production line. Input/output control (I/O) helps to monitor the performance and efficiency of the work center or the production line, and to identify any deviations or problems that may affect the capacity plan. Input/output control (I/O) also helps to adjust the input or output levels as necessary to maintain the balance between demand and supply, and to achieve the desired throughput.
References: CPIM Exam Content Manual Version 7.0, Domain 6: Plan, Manage, and Execute Detailed Schedules, Section 6.3: Monitor Detailed Schedules, Subsection 6.3.2: Describe how to monitor input/output control (I/O) (page 60).

質問 # 100
Which of the following techniques would be most appropriate to use to develop a forecast?

• A. Moving average
• B. Exponentialsmoothing
• C. Delphi method
• D. Time series decomposition

正解：B

解説：
Explanation
Exponential smoothing is a forecasting technique that uses a weighted average of past and present data to predict future values. It is suitable for time series data that have a stable or slowly changing trend and no significant seasonal variations. Exponential smoothing assigns more weight to the most recent data, giving it a higher influence on the forecast. This makes it more responsive to changes in demand patterns than other techniques, such as moving average or time series decomposition, which use fixed weights or historical data.
The Delphi method is a qualitative technique that involves a panel of experts who provide their opinions and feedback on a topic through multiple rounds of surveys. It is not based on historical data or mathematical formulas, but rather on human judgment and consensus. Therefore, it is not appropriate for developing a forecast. References: CPIM Part 2 Exam Content Manual, Version 7.0, Domain 3: Plan and Manage Demand, Section A: Demand Management, Subsection 2: Forecasting Techniques and Methods, p. 14-15.

質問 # 101
Providing a realistic basis for setting internal performance targets can be accomplished through:

• A. breakthrough innovation.
• B. best practices.
• C. benchmarking.
• D. beta testing.

正解：C

解説：
Explanation
Providing a realistic basis for setting internal performance targets can be accomplished through benchmarking.
Benchmarking is a process of comparing one's own performance, processes, or practices with those of other organizations that are recognized as leaders or best in class in a specific area. Benchmarking can help identify gaps, strengths, weaknesses, opportunities, and threats in one's own performance, as well as learn from the experiences and successes of others. Benchmarking can also help set realistic, achievable, and challenging goals and targets for improvement, based on external standards or benchmarks. Benchmarking can be done internally(within the same organization), externally (with other organizations in the same industry or sector), or functionally (with other organizations that perform similar functions or processes).
Beta testing is not a way of providing a realistic basis for setting internal performance targets. Beta testing is a stage of product development where a sample of potential users or customers test a product or service before it is released to the general public. Beta testing can help identify and fix any bugs, errors, or issues in the product or service, as well as collect feedback and suggestions for improvement. Beta testing can also help evaluate the usability, functionality, and quality of the product or service, as well as measure customer satisfaction and loyalty. Beta testing is not related to setting internal performance targets, as it is focused on the product or service, not the organization.
Breakthrough innovation is not a way of providing a realistic basis for setting internal performance targets.
Breakthrough innovation is a type of innovation that creates significant value for customers and markets by introducing new products, services, or business models that are radically different from existing ones.
Breakthrough innovation can help create competitive advantage, disrupt existing markets, or create new markets. Breakthrough innovation is not related to setting internal performance targets, as it is focused on the outcome, not the process.
Best practices are not a way of providing a realistic basis for setting internal performance targets. Best practices are methods or techniques that have been proven to be effective and efficient in achieving desired results or outcomes. Best practices can be derived from one's own experience, research, or benchmarking.
Best practices can help improve performance, quality, or productivity by adopting proven solutions or standards. Best practices are not related to setting internal performance targets, as they are focused on the implementation, not the measurement.
References := Benchmarking - Wikipedia, Benchmarking: Definition & Process | Study.com, What Is Benchmarking? Definition And Examples, What Is Beta Testing? Definition And Examples, What Is Breakthrough Innovation? Definition And Examples, What Are Best Practices? Definition And Examples

質問 # 102
The capacity requirements plan is used primarily to:

• A. determine the overall product load profile.
• B. balance capacity and load at work centers.
• C. determine the priority of orders.
• D. calculate the level of available capacity.

正解：B

解説：
Explanation
The capacity requirements plan is used primarily to balance capacity and load at work centers. A work center is a location where one or more resources perform a specific operation or a group of operations. Capacity is the amount of time or output that a work center can offer for production activities. Load is the amount of time or output that a work center is required to produce based on the planned production schedule. Balancing capacity and load means matching the available capacity with the required load, so that there is no excess or shortage of capacity at any work center.
The capacity requirements plan is a report that shows the projected load and capacity of each work center over a planning horizon. It is derived from the master production schedule (MPS), which specifies the quantity and timing of finished goods to be produced, and the bill of materials (BOM), which specifies the components and materials needed for each finished good. The capacity requirements plan also uses the routing file, which specifies the sequence of operations and work centers required for each finished good, and the work center file, which specifies the capacity and availability of each work center. The capacity requirements plan can help to identify any gaps or surpluses in capacity at each work center and to take corrective actions, such as revising the MPS, rescheduling operations, adding or reducing resources, or outsourcing production.
The other options are not the primary uses of the capacity requirements plan. Calculating the level of available capacity is an input to the capacity requirements plan, not an output. The level of available capacity is determined by the work center file, which contains information such as shifts, hours, efficiency, utilization, and maintenance of each work center. Determining the overall product load profile is not a use of the capacity requirements plan, as it does not consider the product mix or demand variability. The overall product load profile is a general estimate of the total production volume or demand over a period of time. Determining the priority of orders is not a use of thecapacity requirements plan, as it does not consider the due dates or urgency of orders. The priority of orders is determined by using priority rules or dispatching methods, such as first-come-first-served (FCFS), shortest processing time (SPT), earliest due date (EDD), or critical ratio (CR).
References := Capacity Requirements Planning (CRP): Definition and Procedures, Capacity Requirements Planning (CRP Plan and Strategies) - ERP Information, Definition of Capacity Requirements Planning (CRP) - Gartner ...

質問 # 103
The approved output of the distribution requirements planning (DRP) process is an input to which of the following planningprocesses?

• A. Business
• B. Final assembly
• C. Strategic
• D. Master production 0

正解：D

解説：
Explanation
The approved output of the distribution requirements planning (DRP) process is an input to the master production planning (MPS) process. The DRP process determines the quantity and timing of finished goods to be delivered to each distribution center or warehouse to meet customer demand1. The output of the DRP process is a distribution schedule that specifies the planned delivery dates and quantities of products2. The distribution schedule is then used as an input to the MPS process, which determines the quantity and timing of end items to be produced at each manufacturing facility3. The MPS process balances the demand from the distribution schedule with the available capacity and resources of the production system3. The output of the MPS process is a master production schedule that specifies the planned production dates and quantities of end items3.
References: CPIM Part 2 Exam Content Manual, Domain 4: Plan and Manage Supply, Section 4.1: Supply Management Concepts and Tools, p. 33-34.

質問 # 104
The most appropriate production output reporting method for repetitive manufacturing is:

• A. count point.
• B. job tickets.
• C. backflush.
• D. operation-by-operation.

正解：C

解説：
Explanation
The most appropriate production output reporting method for repetitive manufacturing is backflush. Repetitive manufacturing is a production system where the same or similar products are produced in large quantities or in a continuous flow1. Backflush is a method of reporting output and consumption of materials at the end of the production process, rather than at each operation or stage2. Backflush can simplify and streamline the production output reporting process, as it eliminates the need for tracking and recording each individual transaction or movement of materials and components. Backflush can also reduce the paperwork, errors, and costs associated with production output reporting2.
The other options are not as appropriate as backflush for repetitive manufacturing. Operation-by-operation is a method of reporting output and consumption of materials at each operation or stage of the production process3. This method can provide more detailed and accurate information about the production performance and costs, but it can also be more complex and time-consuming, as itrequires tracking and recording each individual transaction or movement of materials and components. Count point is a method of reporting output and consumption of materials at selected points or milestones in the production process4. This method can provide a balance between detail and simplicity, but it can also introduce errors or discrepancies, as it requires estimating or extrapolating the output and consumption of materials between the count points. Job tickets are documents that record the time, materials, and costs associated with a specific job or order5. This method can provide more flexibility and customization, but it can also be more suitable for job shop or batch production systems, where different products are produced in small quantities or on demand.
References : Repetitive Manufacturing: Definition & Benefits; Backflush Costing: Definition & Example; Operation by Operation Reporting - ERP Software Blog; Count Point Reporting - ERP Software Blog; Job Ticket Definition.

質問 # 105
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