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devry bsop429 all week assignments, all labs, midterm and final

Lab 1 of 6: Lead TimesNote!
Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates

for Assignments & Exams” for due dates.)

LAB OVERVIEW

Part A: The Scheduling Lab

This week’s Lab assignment consists of two parts: the Scheduling Lab and the Input/Output Report Lab. Please be certain to complete both of them. Use MS Word to copy your tables and answers.

Part A: The Scheduling Lab

Points

Description

Earliest Due Date Schedule15Using data provided to you, complete a table using the Earliest Due Date Scheduling Method.
Critical Ratio Schedule15Using data provided to you, complete a table using the Critical Ratio Scheduling Method.
Total30A quality table will meet the above requirements.

Scenario and Summary

Situation: Jobs A, B, and C are waiting to be started on Machine Center X. When they are finished at this center, they must be moved to Machine Center Y for final processing. Machine capacity for both centers is 40 hours in a 5-day workweek or 8 hours a day. It takes 2 days to move a job from Center X to Center Y.

The following information pertains to the jobs and work centers:

Job

Machine Center X
(hours required)

Machine Center Y
(hours required)

Day Due

A

36

20

10

B

96

24

17

C

60

28

25

Deliverables

Complete a scheduling table for each scheduling technique and determine which job can be completed on time. See the Lab Steps below for directions on how to set up your chart, and then copy your table and answers into an MS Word document.

LAB STEPS

STEP 1: Earliest Due Date Schedule
.equella.ecollege.com/file/a66b045e-90bf-486a-b6f2-4f6b995bccf1/1/BSOP429_W2_Lab.html#top”>Back to Top
Use the data above and complete the following table using the Earliest Due Date Scheduling method. Determine which jobs will be completed on time. Copy your table and answers to an MS Word document.

Machine Center X

Machine Center X

Machine Center X

Machine Center X

Machine Center Y

Machine Center Y

Machine Center Y

Machine Center Y

Job

Start

Days

Done

Move

Start

Days

Done

Due

A

B

C

STEP 2: Critical Ratio Schedule
.equella.ecollege.com/file/a66b045e-90bf-486a-b6f2-4f6b995bccf1/1/BSOP429_W2_Lab.html#top”>Back to Top
Using the above data, complete the following table using the Critical Ratio Scheduling method. Determine which jobs will be completed on time. Copy your table and answers to an MS Word document.

Machine Center X

Machine Center X

Machine Center X

Machine Center X

Machine Center Y

Machine Center Y

Machine Center Y

Machine Center Y

Job

Start

Days

Done

Move

Start

Days

Done

Due

A

B

C

STEP 3: Final Step in Part A
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Submit your completed Lab in an MS Word document for grading. Please provide onlyone document with all responses.

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these.next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=node/184″>step-by-step instructionsor watch this.next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=node/232″>Dropbox Tutorial.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

Proceed to Part B: The Input/Output Report Lab
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LAB OVERVIEW

Part B: The Input/Output Report Lab

This week’s Lab assignment consists of two parts: the Scheduling Lab and the Input/Output Report Lab. Please be certain to complete both of them.

Part B: The Input/Output Report Lab

Points

Description

Report Construction10Using data provided to you, complete a table for the Report Construction.
Data Assessment10Using the data and table for the Report Construction, answer questions for the data assessment.
Total20A quality table will meet the above requirements and a quality data assessment will meet or exceed the above requirements.

Scenario and Summary

Situation: The following table contains the input/output data at the end of Week 8 for a work center. The beginning backlog is 50 units.

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Planned Input

60

60

60

60

60

60

60

60

Actual Input

68

70

75

70

68

60

55

55

Planned Output

65

65

65

65

65

65

65

65

Actual Output

60

62

63

63

64

65

63

60

Deliverables

Use the data from the Situation Table above and complete an Input/Output Report. See the Lab Steps below for directions on how to set up your chart, and then copy your table and answers into an MS Word document.

LAB STEPS

STEP 1: Report Construction
.equella.ecollege.com/file/a66b045e-90bf-486a-b6f2-4f6b995bccf1/1/BSOP429_W2_Lab.html#top”>Back to Top
Use the data from the Situation Table above and use this table for your answers, and then copy your table into an MS Word document.

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Planned Input

Actual Input

Cumulative Deviation

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Planned Output

Actual Output

Cumulative Deviation

Actual Backlog

STEP 2: Data Assessment
.equella.ecollege.com/file/a66b045e-90bf-486a-b6f2-4f6b995bccf1/1/BSOP429_W2_Lab.html#top”>Back to Top
Copy your answers to the following questions into an MS Word document:
What was the planned objective?
Was the planned objective met?
What recommendation(s) would you make?

STEP

Lab 2 of 6: Theory of Constraints
Note!
Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

LAB OVERVIEW

This Lab looks at bottlenecks and the calculations necessary to determine which process is the source of a bottleneck condition. Use MS Word to copy your answers.

Theory of Constraints Lab

Points

Description

Shaping9Determine the setup, run time, and total time for the Shaping Department.
Pickling9Determine the setup, run time, and total time for the Pickling Department.
Packing9Determine the setup, run time, and total time for the Packing Department.
Bottleneck8Determine which department is the bottleneck for this production operation.
Total35A quality paper will meet the above requirements.

Scenario and Summary

Situation: Maruchek’s makeshift manufacturing facility has three departments: shaping, pickling, and packing. Maruchek’s orders average 100 pieces per order.

Each of the three shaping machines requires 1 hour to set up and can run one piece per minute.

The pickling department lowers baskets into brine tanks and subjects them to low-voltage current, heating and cooling, and a rinse. The whole process takes four hours for any number of baskets or pieces. One brine tank is available, and it is capable of processing four baskets at one time. Each basket can hold 50 pieces. Baskets are loaded while a load is being processed in the tank.

Each piece is inspected and wrapped in bubble pack in the packing department. Each of the four people in the department can do this at the rate of 25 pieces per hour.

Maruchek has heard of optimized production technology (OPT) and wants to identify the bottleneck in his department.

Assume you have enough labor to set up all of the shaping machines at the same time.

Deliverables

Determine the process requirements for the three departments and identify which department is a bottleneck. Submit your answer in an MS Word document.

LAB STEPS

STEP 1: Shaping
.equella.ecollege.com/file/c039be03-d8ee-49a7-a11a-68081d6ba82f/1/BSOP429_W3_Lab.html#top”>Back to Top
Determine the setup, run time, and total time for the Shaping Department. Copy your answer to an MS Word document.

STEP 2: Pickling
.equella.ecollege.com/file/c039be03-d8ee-49a7-a11a-68081d6ba82f/1/BSOP429_W3_Lab.html#top”>Back to Top
Determine the setup, run time, and total time for the Pickling Department. Copy your answer to an MS Word document.

STEP 3: Packing
.equella.ecollege.com/file/c039be03-d8ee-49a7-a11a-68081d6ba82f/1/BSOP429_W3_Lab.html#top”>Back to Top
Determine the setup, run time, and total time for the Packing Department. Copy your answer to an MS Word document.

STEP 4: Bottleneck
.equella.ecollege.com/file/c039be03-d8ee-49a7-a11a-68081d6ba82f/1/BSOP429_W3_Lab.html#top”>Back to Top
Determine which department is the bottleneck for this production operation. Remember that it often helps to understand the relationship of the different processes by putting everything in a nice, neat table like we did last week.

Copy your answer into an MS Word document.

STEP 5: Submission of Your Assignment
.equella.ecollege.com/file/c039be03-d8ee-49a7-a11a-68081d6ba82f/1/BSOP429_W3_Lab.html#top”>Back to Top
Submit your completed Lab in an MS Word document for grading. Please provide only one document with all responses.

Submit your assignment to the Dropbox located on the silver tab at the top of this page

week 4 lab 3

Lab 3 of 6: Scheduling, Reporting, and Feedback
Note!
Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

LAB OVERVIEW

This Lab provides data to use for constructing two Gantt Charts—one using front schedule logic and the other one using back schedule logic. Use MS Word to copy your answers.

Scheduling, Reporting, and Feedback Lab

Points

Description

Front Schedule Logic15Construct a Gantt Chart using front schedule logic with data provided to you.
Back Schedule Logic20Construct a Gantt Chart using back schedule logic with data provided to you.
Total35A quality paper will meet the above requirements.

Scenario and Summary

Situation: Power Tools (PT) has just received an order for 70 PT band saws to be shipped at thebeginningof Week 9. The saw assembly information is shown below.

Item

Lead Time
(weeks)

Components

Saw

2

A, B, C

A

1

E, D

B

2

D, F

C

2

E, D

D

1

E

1

F

3

Deliverables

Construct two Gantt charts from this information: (a) one using front schedule logic and (b) one using back schedule logic. Submit your answers in an MS Word document.

LAB STEPS

STEP 1: Front Schedule Logic
.equella.ecollege.com/file/65b8f65c-8d59-4ed7-afb5-c9f86f501da4/1/BSOP429_W4_Lab.html#top”>Back to Top
Construct a Gantt chart from this above information using front schedule logic. Copy your completed chart to an MS Word document.

STEP 2: Back Schedule Logic
.equella.ecollege.com/file/65b8f65c-8d59-4ed7-afb5-c9f86f501da4/1/BSOP429_W4_Lab.html#top”>Back to Top
Construct a Gantt chart from this above information using back schedule logic. Copy your completed chart to an MS Word document.

STEP 3: Submission of Your Assignment
.equella.ecollege.com/file/65b8f65c-8d59-4ed7-afb5-c9f86f501da4/1/BSOP429_W4_Lab.html#top”>Back to Top
Submit your completed Lab in an MS Word document for grading. Please provide onlyone document with all responses.

Lab 5 of 6: WIP Report
Note!
Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

LAB OVERVIEW

Assignment

Points

Description

WIP Report20Construct a WIP report using any format of your choosing using data provided to you. Ensure that the report meets the specifications noted in the following directions.
Total20A quality table will meet the above requirements.

Scenario and Summary

Construct a WIP (work-in-process) report using the data below. The format must include all of the information in the table below and show an overall cost for each week and a summary cost for each week.

This table contains work-in-process values in U.S. dollars.

Item #

Week #

Cost

Location

M3523

17

$90

Raw Materials

M8619

21

$385

Raw Materials

M1851

21

$50

Raw Materials

M2787

22

$60

Raw Materials

M2786

22

$780

Raw Materials

M3391

24

$160

Raw Materials

M1467

28

$650

Raw Materials

P7472

20

$25

Purchased Materials

P4423

23

$1,050

Purchased Materials

P1314

24

$168

Purchased Materials

P2783

28

$670

Purchased Materials

675121

24

$720

Fabricated Parts

675122

24

$360

Fabricated Parts

675111

27

$540

Fabricated Parts

675112

27

$1,440

Fabricated Parts

675113

27

$1,620

Fabricated Parts

675210

27

$360

Fabricated Parts

675220

27

$180

Fabricated Parts

675230

27

$810

Fabricated Parts

675110

27

$480

Assemblies

675120

27

$840

Assemblies

675100

28

$250

Assemblies

675200

28

$720

Assemblies

675000

29

$460

Assemblies

Deliverables

Construct a WIP report meeting the above stated requirements. Submit a copy of your report in an MS Word document.

LAB STEPS

Submission of WIP Report
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Submit your completed Lab assignment for grading.

Lab 4 of 6: JIT and PAC
Note!
Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

LAB OVERVIEW

This Lab provides data to use for solving the number of kanbans required for four components at the ABC Company. Use MS Word to copy your answers.

JIT and PAC Lab

Points

Description

Component W5Calculate the number of kanbans required for Component W using 4 components provided to you.
Component X5Calculate the number of kanbans required for Component X using 4 components provided to you.
Component Y5Calculate the number of kanbans required for Component Y using 4 components provided to you.
Component Z5Calculate the number of kanbans required for Component X using 4 components provided to you.
Total20A quality paper will meet the above requirements.

Scenario and Summary

Situation: Solve the number of kanbans required for four components at the ABC Company using the table below.

Component W

Component X

Component Y

Component Z

Daily Usage (units)

900 units

250 units

1,200 units

350 units

Lead Time (hours)

2 hours

5 hours

1 hour

3 hours

Container Size (units)

25 units

40 units

50 units

20 units

Safety Stock (percent)

25%

20%

15%

10%

Deliverables

Use the data provided in the table above to calculate the number of kanbans for each component. Please remember to show your work.

LAB STEPS

STEP 1: Component W
.equella.ecollege.com/file/6fa5449d-e6d8-460e-acd5-2d8cc4aa8f59/1/BSOP429_W5_Lab.html#top”>Back to Top
Calculate the number of kanbans required for Component W. Copy your completed chart to an MS Word document.

STEP 2: Component X
.equella.ecollege.com/file/6fa5449d-e6d8-460e-acd5-2d8cc4aa8f59/1/BSOP429_W5_Lab.html#top”>Back to Top
Calculate the number of kanbans required for Component X. Copy your completed chart to an MS Word document.

STEP 3: Component Y
.equella.ecollege.com/file/6fa5449d-e6d8-460e-acd5-2d8cc4aa8f59/1/BSOP429_W5_Lab.html#top”>Back to Top
Calculate the number of kanbans required for Component Y. Copy your work to a MS Word document.

STEP 4: Component Z
.equella.ecollege.com/file/6fa5449d-e6d8-460e-acd5-2d8cc4aa8f59/1/BSOP429_W5_Lab.html#top”>Back to Top
Calculate the number of kanbans required for Component Z. Copy your work to an MS Word document.

STEP 5: Submission of Your Assignment
.equella.ecollege.com/file/6fa5449d-e6d8-460e-acd5-2d8cc4aa8f59/1/BSOP429_W5_Lab.html#top”>Back to Top
Submit your completed Lab in an MS Word document for grading. Please provide only one document with all responses.

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=node/184″>step-by-step instructions

Lab 6 of 6: Critical Path Method
Critical Path Method

Critical Path Method (CPM) is technique used to identify the possible ways something might be scheduled and determine which method or path would take the most time. The path with the longest time is defined at the “critical path.” This methodology was development by J.E. Kelly of Remington Rand and M. R. Walker of DuPont as means of scheduling the construction of duPont’s chemical facilities (Heizer & Render, 2006, p. 61).

The use and construction of CPM diagram is accomplished in six steps (Heizer & Render, 2006, p. 61):

1. Define the project and breakdown its structure.

2. Determine the order each activity must occur.

3. Connect all activities via a network diagram.

4. Note time information on the diagram.

5. Calculate the length of the different paths.

6. Use the finish diagram schedule your activity.

The construction of a CPM diagram is fairly straightforward. The following is an example of the steps to take to complete on.

First it is important to note when constructing a CPM diagram you will typically have discover all the information provide in the following table yourself.

Activity

Title

Immediate Predecessors

Time (weeks)

1-2

A

4

2-3

B

A

2

3-4

D

B

4

3-5

C

B

2

4-5

E

D

5

5-6

G

C, E

2

4-6

F

D

3

6-7

H

G, F

3

1. We begin the first activity with 1 and end it with 2. This 1-2 activity in this example is called “A” and has a length of 4 weeks.

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2. The next activity (2-3), is called “B”. I immediately follows “A” and runs or 2 weeks.

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3. Activities “C” & “D” are both preceded by activity “B” and activity “E” is preceded by “D”.

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4. Activity “E” is preceded by “D” and activity G is preceded by both “C” & “E” activities.

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5. “F” is preceded by “D” and “H” is preceded by “G” & “F”.

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6. We now describe all the paths we can take to complete this task using activity letters and then substitute the corresponding time for each activity and total the time it will take to complete each path.

Path #1: A + B + C + G + H = 4 + 2 + 2 + 2 + 3 = 13 weeks

Path #2: A + B + D + E + G + H = 4 + 2 + 4 + 5 + 2 + 3 = 20 weeks

Path #3: A + B + D + F + H = 4 + 2 + 4 + 3 + 3 = 16 weeks

We can now see that Path #2 (A,B,D,E,G, H) is the critical path.

References

Heizer, J. & Render, B., (2006).Operations management (8th ed.). Pearon Education, Inc.: Upper Saddle River. NJ.Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

LAB OVERVIEW

Theory of Constraints Lab

Points

Description

CPM Diagram10Using a method of your choice (i.e., Excel, Word, Visio, etc.), construct a CPM diagram and copy the completed diagram to a MS Word document.
Possible Paths5Calculate the time to complete each path, copy the calculations, show the work, and then post to a MS Word document.
Critical Path5Identify which path is the critical path, copy the answer to a MS Word document, and submit the completed lab via your Dropbox.
Total20A quality paper will meet the above requirements.

Scenario and Summary

Read this short paper on the .equella.ecollege.com/file/c1a47c08-7d77-487d-8ba9-a269bda92544/1/documents–critical_path_method.docx”>Critical Path Method (CPM) and how to construct this type of diagram. Then, construct a CPM chart using the following data and note which path is the critical path.

Activity

Title

ImmediatePredecessors

Time (weeks)

1-2

A

n/a

1

2-3

B

A

5

2-4

C

A

2

3-5

D

B

2

3-7

E

B

2

4-5

F

C

2

4-8

G

C

3

5-6

H

D, F

2

6-7

I

H

3

7-8

J

E, I

3

8-9

K

G, J

2

Deliverables

Using the table above, construct a CPM diagram. Identify all possible paths, calculate the time to complete each of them, and identify which path is the critical path. Submit a copy of this in your report in a MS Word document.

LAB STEPS

STEP 1: CPM Diagram
.equella.ecollege.com/file/c1a47c08-7d77-487d-8ba9-a269bda92544/1/BSOP429_W7_Lab.html#top”>Back to Top
Using a method of your choice (i.e., Excel, Word, Visio, etc.), construct a CPM diagram. Copy the completed diagram to a MS Word document.

STEP 2: Possible Paths
.equella.ecollege.com/file/c1a47c08-7d77-487d-8ba9-a269bda92544/1/BSOP429_W7_Lab.html#top”>Back to Top
Calculate the time to complete each path. Copy your calculations and show your work, please. Post to a MS Word document.

STEP 3: Critical Path

Identify which path is the critical path. Copy your answer to a MS Word document and submit your completed lab via your Dropbox.

STEP 4: Submission of Your Assignment

Submit your completed lab in a MS Word document for grading. Please provide only one document with all responses.

Submit your assignment to the Dropbox located on the silver tab at the top of this page

Questionweek1 assignment

Respond to the following items in a Word document:
Apply the MPC framework to a college setting. In particular, identify the front end, engine, and back end.
Compare and contrast the advantages and disadvantages of cumulative charts (see Figure 4.4) and tabular plans, such as the one shown in Figure 4.5.

Submit your assignment to the Dropbox located on the silver tab at the top of this page

week 2 assignment

Written Assignment

Respond to the following items in a Word document:
What kind of warning signals would you like fed back from PAC to MRP?
Lead times are sometimes called rubbery. What accounts for this concept of elasticity in lead times?

Submit your assignm

week 3 assignment

Written Assignment

Respond to the following items in a Word document:
What are the differences in how bottleneck and non-bottleneck work centers are scheduled under TOC? Why are these differences desirable?
Why should buffers be located in front of bottleneck work centers under TOC scheduling? How should the size of the buffers be determined?

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

ent to the Dropbox located on the silver tab at the top of this page.
week 4 assignment

written Assignment

Respond to the following items in a Word document:
What are the implications of not allocating material in a shop order after availability checking?
Provide some examples of static and dynamic scheduling problems.

Submit your assignment to the Dropbox located on the silver tab at the top of this page

week 5 assignment

Written Assignment

Respond to the following items in a Word document:
Some companies contend that they can never adopt JIT because their suppliers are located all over the country, and the distances are too great. What might you suggest to these firms?
How do you go about creating the organizational climate for a successful JIT implementation? Where do you start?

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

week 7 assignment

written Assignment

Respond to the following items in a Word document:
“Today’s kanban research is the modern equivalent of yesterday’s economic order quantity research.” Do you agree? Explain your answer.
There is considerable evidence that getting the correct operating conditions is more important than the choice between MRP, kanban, or reorder point methods in the MPC system. How general do you believe this situation to be?

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

week 6 assignment

Written Assignment

Respond to the following items in a Word document:

Without objective measurement of customer service, it is extremely difficult to compare, measure, and control supply chain logistics alternatives.
What supply chain logistics alternatives are available in JIT environments? How does each work in a make-to-stock versus a make-to-order environment?
What objective customer service measurements are available in JIT environments? Compare and contrast those that work best in make-to-stock versus make-to-order environments.

Submit your assignment to the Dropbox located on the silver tab at the top of this page

Question 1. Question : (TCO 12) _____ is the objective under JIT and time-based competition.

WIP reduction

Material velocity

Lead-time reduction

Decreasing material wait time

Question 2. Question : (TCO 2) The problem with a schedule board is _____.

not a good technique to use with a manual system

difficulty in updating data.

it is easy to use in a complex system requiring constant updating

it is not used to schedule the work for each work or machine center

Question 3. Question : (TCO 3) In order to minimize the number of orders waiting in the queue and maximize the number of orders processed in a center, which of the following rules should be used?

First-come/first-served

Random

Critical ration

Shortest operation next

Points Received: 5 of 5

Question 4. Question : (TCO 1) In managing supplier relations, which of the following is a beneficial setup?

Supplier demand is connected to the customer’s resource and planning activities.

Your resource planning activities are linked to your supplier’s capacity planning.

Your supplier’s master planning schedule is connected to your resource planning activities.

Your supplier’s demand management system is connected to your PAC vendor system

Question 5. Question : (TCO 6) Which of the following statements is correct?

Only two kinds of inventories—raw and finished goods—are assumed by JIT.

WIP is high in facilities using JIT.

Long lead times are typical of JIT.

Vendor scheduling under JIT is simple.

Question 6. Question : (TCO 9) Which of the following is true?

Once you complete the five steps, the process is complete.

Another constraint will always appear when the original constraint is broken.

Demand for product is not a constraint.

The first step in the TOC is to decide how to exploit a constraint.

Question 7. Question : (TCO 4) Which of the following is used in operations setback charts?

Each part’s move time

Each part’s queue time

Each part’s lead time

Each part’s setup time

Question 8. Question : (TCO 5) Gross requirements in an MRP record are _____ because they are stated as unique items for a given period.

monthly phased

weekly phased

time phased

yearly phased

a)

Question 1. Question : (TCO 1) Describe one of the key elements of an effective PAC system?

Question 2. Question : (TCO 2) Is PAC affected when changing from MRP to JIT? Explain.

Question 3. Question : (TCO 6) Compare and contrast JIT and MRP.
final

Page 1

Question 1.1. (TCO 3) Why would a company want to reduce the number of kanban cards they use? (Points : 5)

To implement the lean philosophy

To increase inventory

To increase WIP

To reduce inventory

Question 2.2. (TCO 6) Which of the following is true? (Points : 5)

Long lead times are typical of JIT.

WIP is high in facilities using JIT.

JIT assumes two kinds of inventories: raw materials and finished goods.

Vendor scheduling under JIT is simple.

Question 3.3. (TCO 9) Which of the following statements is correct? (Points : 5)

The first step in the TOC is to decide how to exploit a constraint.

If we break a constraint, another constraint will always appear.

Once you complete the five steps, the process is complete.

Demand for product is not a constraint.

Question 4.4. (TCO 9) Which zone usually indicates the order is farthest from the buffer? (Points : 5)

Green zone

Red zone

Yellow zone

Dead zone

Question 5.5. (TCO 4) Operations setback charts are based on _____. (Points : 5)

each part’s queue time

each part’s lead time

each part’s move time

each part’s setup time

Question 6.6. (TCO 5) The number of periods in the basic MRP record is called the _____. (Points : 5)

new horizon

planning horizon

time horizon

time bucket

Question 7.7. (TCO 12) Under JIT and time-based competition, the objective is _____. (Points : 5)

WIP reduction

lead time reduction

decreasing material wait time

material velocity

Question 8.8. (TCO 7) Which of following would you expect to be true if a company is following Toyota’s kanban system? (Points : 5)

A group of containers with the same part will have one card.

Needed parts are delivered to the requesting department.

A conveyance kanban card is needed to obtain parts.

Extra containers of product can be produced when time permits.

Question 9.9. (TCO 8) Complete the following. Under make-to-stock, _____. (Points : 5)

order promising records are not normally required

monitoring forecasts are not important

demand forecasts play a minor role in this type of scheduling environment

there is plenty of time to identify errors and institute corrective actions

Question 10.10. (TCO 10) The flawless execution needed in JIT has many important meanings. Which of the following is true? (Points : 5)

Unlike MRP, the system will not function with many defects or mistakes.

Schedule is of little importance.

Corrective actions will not be needed.

Buffer sizes are constant.

Page 2

Question 1. 1. (TCO 1) What is one of the key elements of an effective PAC system? Why is this element so important? (Points : 25)

Question 2. 2. (TCO 2) Describe the desirable feedbacks PAC should have and why they are important. (Points : 25)

Question 3. 3. (TCO 3) Identify and describe in detail the four parts of lead time. (Points : 25)

Question 4. 4. (TCO 4) The capacity plan is critical to managing the flow of materials on the shop floor. Why is insufficient capacity a concern? (Points : 25)

Question 5. 5. (TCO 6) Market and manufacturing requirements determine whether you will use

Question 6. 6. (TCO 9) What changes, if any, will an organization likely need to implement in order to utilize a TOC system? Explain your answer in detail. (Points : 25)

Question 7. 7. (TCO 7) Explain the advantages and disadvantages associated with using more kanban cards versus less kanban cards under the Toyota System. (Points : 25)

Question 8. 8. (TCO 8) Many companies who once used only JIT are now trying to integrate MRP into their MPC designs. Explain why they are doing this in detail. (Points : 25)

Question 9. 9. (TCO 10) Creating JIT requires links to four other areas often called building blocks: (a) product design, (b) process design, (c) human/organizational element, and (d) manufacturing planning and control. What a

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