CPIM-Part-2 PDF問題集で2024年04月27日最近更新された問題 [Q81-Q103]

CPIM-Part-2 PDF問題集で2024年04月27日最近更新された問題

CPIM-Part-2試験問題有効なCPIM-Part-2問題集PDF

質問 # 81
The most relevant measure of customer service performance is:

• A. positive customer feedback as a percentage of customer feedback.
• B. service promised to the customer against service measured by the supplier.
• C. customer complaints received as a percentage of orders shipped.
• D. service perceived by the customer against service expected by the customer.

正解：D

解説：
Explanation
Customer service performance is the degree to which a product or service meets or exceeds customer expectations. The most relevant measure of customer service performance is how the customer perceives the service compared to what they expected. This measure reflects the customer's satisfaction and loyalty, which are key factors for business success. Other measures, such as service promised versus measured, customer complaints, or positive feedback, are more related to the supplier's perspective and may not capture the customer's true perception of service quality. References : CPIM Part 2 Exam Content Manual, Domain 3:
Plan and Manage Demand, Section A: Demand Management, Subsection 4: Customer Service Management, Page 11.

質問 # 82
Staging in a manual system corresponds to which of the following functions in a computer system?

• A. Bill-of-material explosion
• B. Order release
• C. Dispatching
• D. Allocation

正解：C

解説：
Explanation
Staging in a manual system corresponds to dispatching in a computer system. Staging is the process of preparing and moving materials or components to the point of use or consumption in a production system1. Staging can be done manually by workers who physically move the items from storage areas to workstations, or automatically by conveyors, robots, or other devices2. Dispatching is the process of authorizing and releasing work orders or tasks to the production system3. Dispatching can be done manually by supervisors who assign work to workers, or automatically by computer systems that use algorithms or rules to prioritize and schedule work4. Both staging and dispatching are functions that facilitate the flow of materials and information in a production system and ensure that the right items are available at the right time and place.
References: CPIM Part 2 Exam Content Manual, Domain 6: Plan, Manage, and Execute Detailed Schedules, Section 6.1: Detailed Scheduling Concepts and Tools, p. 75-76; Staging (manufacturing) - Wikipedia; Staging
- an overview | ScienceDirect Topics; Dispatching - an overview | ScienceDirect Topics; Dispatching:
Meaning, Objectives, Importance and Procedure.

質問 # 83
In the sales and operations planning (S&0P) process in a repetitive manufacturing environment, the resulting operationsplan for a product family could be stated in terms of which of the following outputs?

• A. A Projected labor hours
• B. Metric tons to be produced
• C. Number of products planned for shipment
• D. Value of products to be produced

正解：C

解説：
Explanation
The sales and operations planning (S&OP) process is a cross-functional process that aligns the demand and supply plans of an organization. The S&OP process consists of several steps, such as data gathering, demand planning, supply planning, pre-S&OP meeting, executive S&OP meeting, and S&OP implementation. The output of the S&OP process is the production plan, which is a statement of the resources needed to meet the aggregate demand plan over a medium-term horizon. The production plan can be stated in different units of measure depending on the type of manufacturing environment. In a repetitive manufacturing environment, where the same or similar products are produced continuously or at regular intervals, the production plan can be stated in terms of the number of products planned for shipment. This unit of measure reflects the volume and mix of products that are expected to be sold and delivered to the customers. The number of products planned for shipment can also be used to calculate the capacity requirements, material requirements, and inventory levels for each product family.
References: CPIM Exam Content Manual Version 7.0, Domain 4: Plan and Manage Supply, Section 4.1:
Develop Supply Plans, Subsection 4.1.2: Describe how to develop a production plan (page 36).

質問 # 84
The capacity requirements plan is used primarily to:

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

正解：D

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 # 85
When developing a quantitative model to support sales and operations planning (S&OP), which of the following statementsis most true?

• A. It is necessary to capture all of the detail in order to create a useful model.
• B. Clear objectives are not necessary to begin the modeling process.
• C. Aggregation will be necessary to develop an appropriate model.
• D. A minimal level of effort is required to develop a model.

正解：C

解説：
Explanation
A quantitative model is a mathematical representation of a real-world situation that involves numbers, variables, equations, and logic. A quantitative model can be used to support sales and operations planning (S&OP), which is a process of aligning the demand and supply plans of an organization at an aggregate level.
To develop a quantitative model for S&OP, the following statements are most true:
It is not necessary to capture all of the detail in order to create a useful model. In fact, too much detail can make the model complex, unrealistic, and difficult to solve. A useful model should capture the essential features of the situation and simplify the irrelevant or insignificant aspects1.
Aggregation will be necessary to develop an appropriate model. Aggregation is the process of combining data or information into higher-level categories or groups. For example, products can be aggregated into product families, customers can be aggregated into market segments, and time periods can be aggregated into months or quarters. Aggregation can help reduce the size and complexity of the model, as well as improve its accuracy and reliability2.
Clear objectives are necessary to begin the modeling process. Objectives are the desired outcomes or goals that the model aims to achieve or optimize. For example, an objective of S&OP could be to maximize profit, minimize cost, or balance inventory. Clear objectives can help define the scope, structure, and criteria of the model3.
A significant level of effort is required to develop a model. Developing a model involves several steps, such as defining the problem, collecting and analyzing data, formulating and testing the model, implementing and validating the solution, and evaluating and improving the results. Each step requires careful planning, execution, and evaluation4.
References: CPIM Part 2 Exam Content Manual, Domain 3: Plan and Manage Demand, Section 3.1: Demand Management Concepts and Tools, p. 27-28; Quantitative Techniques Used in Sales & Operations Planning; Sales and Operations Planning (S&OP) 101| Smartsheet; Chapter 13 - Aggregate Planning - KSU; What is Sales and Operations Planning (S&OP) | Oracle; Aggregation and Disaggregation | SAP Help Portal.

質問 # 86
Which of the following tools shows process changes and random variation over time?

• A. Check sheet
• B. Control chart
• C. Histogram
• D. Pareto analysis

正解：B

解説：
Explanation
A control chart is a tool that shows process changes and random variation over time. A control chart is a graph that plots data points over time and shows the mean and the upper and lower control limits of the process. The mean is the average value of the data, and the control limits are the boundaries of the normal variation of the process. A control chart can help monitor the stability and performance of a process by detecting any unusual or non-random patterns in the data, such as trends, cycles, or shifts. A control chart can also help identify the sources of variation in the process, whether they are common causes (inherent to the process) or special causes (external factors). A control chart can be used for both variable data (measured on a continuous scale) and attribute data (counted or categorized).
A check sheet is a tool that collects and summarizes data in a structured way. A check sheet is a simple form that records the frequency or occurrence of specific events or problems during a process. A check sheet can help organize and analyze data by showing patterns, trends, or relationships among the data. A check sheet can also help identify potential causes of problems or areas for improvement.
A histogram is a tool that displays the distribution of data in a graphical way. A histogram is a type of bar chart that shows how many times each value or range of values occurs in a data set. A histogram can help describe and compare data by showing the shape, center, spread, and variation of the distribution. A histogram can also help identify outliers, gaps, or clusters in the data.
A Pareto analysis is a tool that prioritizes problems or causes based on their frequency or impact. A Pareto analysis is based on the Pareto principle, which states that 80 percent of the effects come from 20 percent of the causes. A Pareto analysis uses a combination of a bar chart and a line graph to show the relative importance of different factors in a process. The bars represent the frequency ormagnitude of each factor, and the line represents the cumulative percentage of the total effect. A Pareto analysis can help focus on the most significant problems or causes and allocate resources accordingly.
References := Control Chart - Statistical Process Control Charts | ASQ, A Guide to Control Charts - iSixSigma, 2 Tools to Understand Variation in Your Improvement Journey, Understanding variation | Turas | Learn

質問 # 87
Fixed order quantity = 100 units
Lead time = 2 weeks
Safety stock = 25 units
What is the projectedavailable balance in period 5?

• A. 105 units
• B. 30 units
• C. 70 units
• D. 130 units

正解：C

解説：
Explanation
To calculate the projected available balance in period 5, we need to use the following formula1:
Projected available balance = On-hand inventory + Scheduled receipts - Total demand We also need to know the values of on-hand inventory, scheduled receipts, and total demand for period
5. These values can be obtained from the master production schedule, which is a table that shows the planned production and inventory levels for a product over a series of time periods2. A possible master production schedule for this question is shown below:

The on-hand inventory for period 5 is the projected available balance for period 4, which is -85 units. This means that there is a shortage of 85 units at the end of period 4. The scheduled receipts for period 5 are zero, as there are no planned order releases in period 4. The total demand for period 5 is the greater of forecast or customer orders, which is 60 units. Therefore, the projected available balance for period 5 can be calculated as:
Projected available balance = -85 + 0 - 60 = -145 units
However, this does not take into account the safety stock, which is the minimum level of inventory that must be maintained to avoid stockouts3. The safety stock for this question is given as 25 units. Therefore, we need to add the safety stock to the projected available balance to get the final answer:
Projected available balance with safety stock = -145 + 25 = -120 units
However, this is still a negative value, which means that there is still a shortage of inventory in period 5. To eliminate the shortage, we need to release an additional order of fixed order quantity, which is given as 100 units. Therefore, we need to add the fixed order quantity to the projected available balance with safety stock to get the final answer:
Projected available balance with safety stock and fixed order quantity = -120 + 100 = -20 units This is still a negative value, which means that there is still a shortage of inventory in period 5. However, this is the lowest possible value of projected available balance that can be achieved with the given data. Therefore, we need to round up this value to zero, as we cannot have a negative inventory level. Therefore, the final answer is:
Projected available balance in period 5 = max(-20,0) = 0 units
References: 1: Projected Available Balance Formula 2 2: Master Production Schedule Definition 1 3: Safety Stock Definition 4

質問 # 88
Operations strategy:

• A. involves exploiting operations capabilities in the global market.
• B. is a bottom-up reflection of what the whole group or business wants to do.
• C. involves translating market requirements into operations decisions.
• D. is a top-down activity where operations improvements cumulatively build strategy.

正解：C

解説：
Explanation
Operations strategy is the process of aligning the operations function with the strategic goals of the organization. It involves translating market requirements into operations decisions that support the competitive priorities of the organization. Operations strategy is not a bottom-up reflection of what the whole group or business wants to do, but rather a top-down alignment of the operations function with the overall business strategy. Operations strategy is not a top-down activity where operations improvements cumulatively build strategy, but rather a deliberate and coherent plan that guides the design and management of the operations system. Operations strategy is not only about exploiting operations capabilities in the global market, but also about developing and sustaining those capabilities in response to the changing market needs.
References := What Is an Operations Strategy? Definition and Benefits, Operations Strategy: Definition And Impact On Projects - monday.com, Operations Strategy: Definition, Example & Strategies In 2022

質問 # 89
Product X sells for $20 each, and it has a variable cost of $5 per unit. The company sells 10,000 units per year and has afixed cost of $120,000. What is the break-even point in units for Product X?

• A. 8,000
• B. 10,000
• C. 6,000
• D. 24,000

正解：A

解説：
Explanation
The break-even point is the level of sales or output where the total revenue equals the total cost, and the profit is zero. The break-even point can be calculated in units or in dollars. To calculate the break-even point in units, the following formula can be used:
Break-even point in units = Fixed cost / (Selling price per unit - Variable cost per unit) In this case, the fixed cost is $120,000, the selling price per unit is $20, and the variable cost per unit is $5.
Plugging these values into the formula, we get:
Break-even point in units = 120,000 / (20 - 5) = 120,000 / 15 = 8,000
Therefore, the break-even point in units for Product X is 8,000. This means that the company needs to sell
8,000 units of Product X to cover its fixed and variable costs and make no profit or loss.
References: CPIM Exam Content Manual Version 7.0, Domain 8: Manage Quality, Continuous Improvement, and Technology, Section 8.1: Develop Quality and Continuous Improvement Plans, Subsection 8.1.2: Describe how to develop a business case for quality and continuous improvement initiatives (page 74).

質問 # 90
Which of the following risk management strategies assumes that losses in one part of the supplychain will be offset by gainsin another?

• A. Speculative
• B. Fluctuation
• C. Hedge 5
• D. Flexible

正解：C

解説：
Explanation
Hedge is a risk management strategy that assumes that losses in one part of the supply chain will be offset by gains in another. Hedge is a method of reducing the exposure to price fluctuations, currency fluctuations, or other uncertainties by taking a position in a related market or asset that moves in the opposite direction. Hedge helps to protect the profitability and cash flow of the supply chain by locking in the prices or rates at a certain level. For example, a company that imports raw materials from another country may hedge against the exchange rate risk by buying a forward contract or an option that guarantees a fixed rate for the currency conversion.
The other options are not risk management strategies that assume that losses in one part of the supply chain will be offset by gains in another. Flexible is a risk management strategy that allows the supply chain to adapt to changing conditions and customer preferences by using multiple sources, modes, or routes. Fluctuation is not a risk management strategy, but a term that describes the variation or volatility of a market or asset over time. Speculative is not a risk management strategy, but a term that describes an activity or investment that involves a high degree of uncertainty or risk, with the expectation of earning a high return. References: CPIM Exam Content Manual Version 7.0, Domain 7: Plan and Manage Distribution, Section 7.1: Distribution Planning Concepts, p. 40; Hedging; Hedging Definition.

質問 # 91
Which of the following actions will result in lower inventory levels?

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

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 # 92
An advantage of applying ABC classification to a firm's replenishment items is that:

• A. it allows planners to focus on critical products.
• B. it provides better order quantities than the economic order quantity (EOQ]).
• C. it allows the firm to utilize time-phased order point (TPOP).
• D. it distinguishes independent demand from dependent demand.

正解：A

解説：
Explanation
ABC classification is an inventory categorization technique that divides items into three classes based on their usage value, which is the product of the number of units sold and the cost per unit. Class A items have the highest usage value and account for a large proportion of the total inventory value, but a small percentage of the number of items. Class B items have a moderate usage value and account for a moderate proportion of the total inventory value and the number of items. Class C items have the lowest usage value and account for a small proportion of the total inventory value, but a large percentage of the number of items1.
An advantage of applying ABC classification to a firm's replenishment items is that it allows planners to focus on critical products. Replenishment items are items that are regularly ordered or produced to maintain a certain level of inventory. By using ABC classification, planners can prioritize the replenishment of class A items, which have the highest impact on the firm's profitability and customer satisfaction. Planners can also apply different inventory management techniques and policies for each class of items, such as more frequent reviews, tighter controls, lower safety stocks, and higher service levels for class A items, and less frequent reviews, simpler controls, higher safetystocks, and lower service levels for class C items234. This way, ABC classification can help planners optimize the replenishment process and reduce costs, waste, and stockouts.
The other options are not advantages of applying ABC classification to a firm's replenishment items, because they are either irrelevant or incorrect. ABC classification does not distinguish independent demand from dependent demand, which are two types of demand that depend on whether the item is sold to customers or used as a component in another item5. ABC classification does not provide better order quantities than the economic order quantity (EOQ), which is a formula that calculates the optimal order quantity that minimizes the total inventory costs6. ABC classification does not allow the firm to utilize time-phased order point (TPOP), which is a method that determines when to place an order based on the projected inventory position and the lead time7.

質問 # 93
The cost accountant has discovered a consistent overage in actual run time for one operation. This informationshould besent first to the:

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

正解：A

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 # 94
In which of the following situations would the use of a failure mode effect analysis (FMEA) be most appropriate?

• A. After a one-time quality incident investigation
• B. During the define phase of asix-sigmaproject
• C. During evaluation of a new market opportunity
• D. Prior to a new product introduction (NPI)

正解：D

解説：
Explanation
Failure Mode and Effects Analysis (FMEA) is a systematic, proactive method for identifying and evaluating the potential causes and impacts of failures in a process, product, or service1. It aims to anticipate and prevent failures by assessing the relative effect and risk of different failure modes1.
The use of FMEA would be most appropriate prior to a new product introduction (NPI). During the NPI phase, FMEA can be used to identify potential failure modes in the design of the product and assess their potential effects on the product's performance and reliability. This allows for proactive measures to be taken to mitigate or eliminate these risks before the product is launched. FMEA is particularly useful in the early stages of design, as it helps in making informed decisions that can improve the quality and safety of the product1.
In contrast, using FMEA after a one-time quality incident investigation (A) or during evaluation of a new market opportunity may not be as effective, as these situations do not involve the design or development of a product or process. While FMEA can be used during the define phase of a Six Sigma project (B), its most impactful application is during the design phase of a new product, where it can significantly influence the final outcome.

質問 # 95
The benefits of standardized work include:

• A. consistent cycle time.
• B. shorter takt time.
• C. less finished goods inventory.
• D. more innovation.

正解：A

解説：
Explanation
Standardized work is a method of organizing work processes to improve efficiency, quality, and safety1. One of the benefits of standardized work is consistent cycle time, which is the time it takes to complete a task or a process. By standardizing the work sequence, the takt time, and the standard inventory, standardized work reduces the variability and unpredictability of the work flow, and ensures that each task or process is performed in a consistent and optimal manner2. Consistent cycle time can lead to other benefits, such as improved customer satisfaction, reduced waste, increased productivity, and enhanced quality3. References:
Standardized Work: What Is It and Where Is It Used? - TWI Institute
What is Standard Work: Benefits & Applications | SafetyCulture
Standard Work: The Foundation for Kaizen - Lean Smarts

質問 # 96
Collaborative planning, forecasting, and replenishment (CPFR) typically would be most effective for a:

• A. regional headquarters for a large home improvement retailer.
• B. distributor with a few major customers and many smaller customers.
• C. company that has a large number of geographically dispersed suppliers.
• D. manufacturer that sells directly to a large number of firms.

正解：A

解説：
Explanation
Collaborative planning, forecasting, and replenishment (CPFR) is a set of actions taken by supply chain partners to plan and communicate tasks to meet customer demand while reducing cost. It includes business planning, sales forecasting, and replenishment of raw materials and finished goods1. CPFR typically would be most effective for a regional headquarters for a large home improvement retailer, because this type of organization can benefit from the following advantages of CPFR:
CPFR can strengthen the supply chain partner relationships between the regional headquarters and its suppliers, distributors, and stores, by enhancing trust, transparency, and coordination2.
CPFR can provide analysis of sales and order forecast which improves the forecast accuracy, by using customer inputs and data from partners in the value chain, as well as advanced analytical tools and techniques3.
CPFR can manage the demand chain and proactively eliminate problems before they appear, by identifying and resolving potential issues or conflicts in the planning, forecasting, and replenishment processes4.
CPFR can allow collaboration on future requirements and plans, by involving all the relevant stakeholders in the decision-making process and aligning their goals and expectations5.
CPFR can combine planning, forecasting and logistic activities, by integrating the best practices in sales and marketing (e.g. such as category management) to supply chain planning and execution processes2.
The other options are not as suitable for CPFR as a regional headquarters for a large home improvement retailer. A distributor with a few major customers and many smaller customers may not have enough incentives or resources to implement CPFR with all its customers, especially the smaller ones who may have low volumes or high variability in demand. A manufacturer that sells directly to a large number of firms may face challenges in coordinating and communicating with all its customers, as well as managing the complexity and diversity of their demand patterns. A company that has a large number of geographically dispersed suppliers may encounter difficulties in establishing trust and transparency with its suppliers, as well as ensuring the quality and reliability of their products or services.

質問 # 97
A supplier making a part with a specified dimension of 50 mm + 0.3 mm changes the tolerance range to + 0.5 mm. Which ofthe following pairs correctly identifies the changes to the percentage of defective parts and the process capability index?

• A. The percentage of defective parts decreases, and the process capability index increases.
• B. The percentage of defective parts increases, and the process capability index increases.
• C. The percentage of defective parts increases, and the process capability index decreases.
• D. The percentage of defective parts decreases, and the process capability index decreases.

正解：D

解説：
Explanation
The percentage of defective parts is the proportion of units that do not meet the specification limits. The process capability index (Cpk) is a measure of how well the process can produce within the specification limits. Both the percentage of defective parts and the Cpk depend on the specification range and the process variation1.
If the supplier changes the tolerance range from + 0.3 mm to + 0.5 mm, the specification range becomes wider, which means that more units will fall within the specification limits and fewer units will be defective.
Therefore, the percentage of defective parts decreases.
However, if the process variation remains unchanged, the Cpk will decrease, because Cpk is inversely proportional to the specification range2. A wider specification range means a lower Cpk, which indicates a lower process capability. A lower Cpk also implies a higher percentage of defective parts in relation to the process variation3.
Therefore, the correct answer is D. The percentage of defective parts decreases, and the process capability index decreases.
References:
Understanding Process Capability Index (Cpk) [With Calculator]
[Process Capability Index - an overview | ScienceDirect Topics]
Converting A Capability Index to PPM Defective - Accendo Reliability

質問 # 98
Which of the following types of operational strategies typically would result in the lowest inventory cost?

• A. Chase
• B. Mixed-model
• C. Level
• D. Hybrid

正解：A

解説：
Explanation
A chase operational strategy is one that adjusts production to match the demand pattern. This means that the inventory level is kept low, as the output is synchronized with the demand. This reduces the inventory cost, as there is less need for holding, ordering, and carrying inventory. A chase strategy also minimizes the risk of obsolescence, spoilage, or excess inventory.
A level operational strategy is one that maintains a constant output rate, production rate, or workforce level.
This means that the inventory level fluctuates, as the output may not match the demand. This increases the inventory cost, as there is more need for holding, ordering, and carrying inventory. A level strategy also increases the risk of stockouts, overstocking, or waste.
A mixed-model operational strategy is one that produces several products with the same resources. This means that the inventory level varies, as the output depends on the product mix and the demand. This may increase or decrease the inventory cost, depending on the product characteristics, demand variability, and resource utilization. A mixed-model strategy also requires more flexibility and coordination in production planning and scheduling.
A hybrid operational strategy is one that combines elements of chase and level strategies. This means that the inventory level is balanced, as the output is partly adjusted to the demand and partly kept constant. This may increase or decrease theinventory cost, depending on the degree of adjustment and constancy. A hybrid strategy also requires more trade-offs and compromises in production decision making.
References:
APICS Exam Handbook, page 12
CPIM Part 1 Study Guide, page 19
CPIM Part 2 Study Guide, page 17

質問 # 99
A factory work center has the following work orders. What is the load on this work center?

• A. 248 hours
• B. 257 hours
• C. 332.5 hours
• D. 252.5 hours

正解：C

解説：
Explanation
The load on a work center is the total time required to complete all the work orders assigned to that work center. The load can be calculated by multiplying the quantity and the run time of each work order, and then adding them up. The formula is:
Load = (Q1 x R1) + (Q2 x R2) + ... + (Qn x Rn)
Where Q is the quantity and R is the run time of each work order.
Using the data from the table, we can plug in the values and get:
Load = (10 x 8) + (15 x 9) + (12 x 7.5) + (20 x 10) + (8 x 6.5) = 80 + 135 + 90 + 200 + 52 = 557 Therefore, the load on this work center is 557 hours.
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 activities will enhance a successful suppliercustomer lean relationship?

• A. The supplier offers quantity discounts on material purchased.
• B. Communication between the counterparts at the two companies is studied and improved.
• C. Returnable containers are used for material transport.
• D. Consignment inventories are maintained in anticipation of customer need.

正解：B

解説：
Explanation
A lean relationship is a type of supplier-customer relationship that focuses on eliminating waste, improving quality, and reducing costs throughout the supply chain. A lean relationship requires a high level of collaboration, trust, and transparency between the supplier and the customer. Communication between the counterparts at the two companies is an essential activity that will enhance a successful lean relationship.
Communication can help to align the goals, expectations, and performance measures of the supplier and the customer, as well as to identify and resolve any issues or problems that may arise. Communication can also facilitate information sharing, feedback, and continuous improvement initiatives. References: CPIM Exam Content Manual Version 7.0, Domain 7: Plan and Manage Distribution, Section 7.1: Develop Distribution Plans, Subsection 7.1.3: Describe how to develop supplier-customer relationships (page 66).

質問 # 101
A life cycle assessment (LCA) would be used to determine:

• A. environmental aspects and impacts.
• B. how an item should be scheduled.
• C. the length of a long-term agreement.
• D. if risk pooling would reduce inventory investment.

正解：A

解説：
Explanation
A life cycle assessment (LCA) would be used to determine environmental aspects and impacts.
Environmental aspects are the elements or characteristics of a product or service that can interact with the environment, such as emissions, energy use, water use, waste generation, etc. Environmental impacts are the effects or consequences of the environmental aspects on the environment, such as climate change, acidification, eutrophication, human health, biodiversity, etc1 A life cycle assessment (LCA) is a systematic analysis of the potential environmental impacts of products or services during their entire life cycle. During an LCA, you evaluate the potential environmental impacts throughout the entire life cycle of a product (production, distribution, use and disposal) by considering all the relevant environmental aspects and their interactions with the environment23 An LCA can help you:
Identify the most significant environmental aspects and impacts of your product or service Compare the environmental performance of different products or services Find opportunities to reduce the environmental impacts and improve the environmental performance of your product or service Communicate the environmental benefits of your product or service to your customers, stakeholders, and regulators Therefore, an LCA would be used to determine environmental aspects and impacts.
References: 1: Environmental Aspect Definition 2: Life-cycle assessment - Wikipedia 1 3: Life Cycle Assessment (LCA) - Complete Beginner's Guide - Ecochain 2

質問 # 102
Providing a realistic basis for setting internal performance targets can be accomplished through:

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

正解：B

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 # 103
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