Home / APICS / CPIM-Part-2

Question list

List of questions

Question 1

(0)

Work Center 1 has an available capacity of 1,200 hours per month. Which of the following amounts represents the cumulative difference between the required capacity and the available capacity of Mont

Question 2

(0)

A customer requests an order of 100 units in Period 1. The master schedule for the item indicates an available-to-promise (ATP) of 85 units for Period 1. Which of the following approaches is the mo

Question 3

(0)

Which of the following factors typically would distort a sales forecast that is based solely on shipment history?

Question 4

(0)

A vendor-managed inventory (\VMI) program provides a benefit to the buying company in which of the following ways?

Question 5

(0)

What is the purpose of a buffer in the theory of constraints (TOC)?

Question 6

(0)

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

Question 7

(0)

The primary consideration in maintenance, repair, and operating (MRO) supply systems typically is:

Question 8

(0)

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

Question 9

(0)

The horizon for forecasts that are input to the sales and operations planning (S&O0P) process should be long enough that:

Question 10

(0)

Rivalry among competing sellers is generally weaker when:

Question 39 - CPIM-Part-2 discussion

Manufacturing flexibility can be measured by using:

cycle time,

scrap level.

changeover time.

labor productivity.

Suggested answer: C

Explanation:

Manufacturing flexibility can be measured by using changeover time.Changeover time is the time it takes to go from the last good part of one product run to the first good part of the next product run1.Manufacturing flexibility is the ability of a system to handle a range of products or variants with fast setups2.By using changeover time as a measure of manufacturing flexibility, we can assess how quickly and efficiently a system can switch from one product to another, and how well it can respond to changes in customer demand, product mix, quality standards, and delivery schedules3.

Some of the benefits of reducing changeover time and increasing manufacturing flexibility are4:

Lower manufacturing costs: More value-added capacity can be unlocked because the equipment is idle for less time.

Higher customer satisfaction: Customers can get their products faster and with more variety.

Greater competitive advantage: The system can adapt to market changes and offer more customized products or services.

Improved quality and productivity: The system can avoid defects, waste, and errors that may occur during long or complex changeovers.

Some of the methods or tools that can help reduce changeover time and increase manufacturing flexibility are5:

Single-minute exchange of die (SMED): A technique that aims to reduce changeover time to less than 10 minutes by converting internal setup activities (those that can only be done when the machine is stopped) to external setup activities (those that can be done while the machine is running), and streamlining both types of activities.

Total productive maintenance (TPM): A technique that involves maintaining and improving the equipment performance and reliability by involving all employees in preventive maintenance, autonomous maintenance, focused improvement, and quality management.

Quick response manufacturing (QRM): A technique that focuses on reducing lead times throughout the entire organization by applying the principles of time-based competition, cellular manufacturing, system dynamics, and enterprise-wide application.

Therefore, changeover time is a measure that can be used to evaluate the manufacturing flexibility of a system.

Show Answer

asked 16/09/2024

Jacek Kaleta

55 questions

Your answer: A B C D

0 comments

Sorted by