Operations Final Exam Prep

The statement is false because according to the Toyota Motor Company's philosophy of lean manufacturing, waiting time is considered as waste and should be eliminated. In lean manufacturing, the goal is to minimize or eliminate any activities that do not add value to the final product or service. Waiting time does not contribute to the production process and therefore is seen as a form of waste that should be reduced or eliminated to improve efficiency and productivity.

In lean thinking, waste is not limited to material waste like scrap and defective parts. Lean thinking recognizes that waste can also include non-material aspects such as wasted time, energy, and resources. This broader definition allows for a more comprehensive approach to identifying and eliminating waste in order to improve efficiency and productivity. Therefore, the statement "In lean thinking, waste need not be classified as simply material waste such as scrap and defective parts" is true.

Batching is not a basic principle of a lean operating system because it goes against the concept of eliminating waste and increasing speed and response. Batching refers to the process of grouping tasks or activities together before performing them, which can lead to delays, inefficiencies, and increased inventory. In a lean operating system, the focus is on reducing waste, improving quality, and increasing speed by implementing continuous flow and just-in-time production methods. Therefore, batching does not align with the principles of lean operations.

A c-chart is the most appropriate type of SPC chart for monitoring the number of blemishes on the fenders of Honda cars. A c-chart is used when the data being monitored can be counted and falls into discrete categories, such as the number of defects or blemishes. It is used to track the occurrence of these defects over time and determine if the process is in control or if there are any significant changes in the defect rate. In this case, the c-chart would be used to monitor the number of blemishes on the fenders and detect any variations or trends that may require corrective action.

A Master Production Schedule is a statement that outlines the quantity of finished items that need to be produced and the specific timing for their production. It serves as a detailed plan that helps coordinate production activities and ensure that the right amount of products is available at the right time to meet customer demand. The Master Production Schedule takes into account factors such as production capacity, inventory levels, and customer orders to create an efficient production plan.

An inventory item can be both a parent and a component because in some cases, an item can be a standalone product (parent) and in other cases, it can be a part or component of a larger product (component). This means that an inventory item can have its own inventory management and can also be included as a part of another inventory item's management.

An R-square value of 0.80 indicates that 80% of the variability in the dependent variable can be explained by the independent variable. This means that the independent variable has a strong influence on the dependent variable and is able to account for a significant portion of its variability. The higher the R-square value, the better the independent variable can predict and explain the variability in the dependent variable.

Statistical Process Control (SPC) is a method used to monitor and control processes to ensure they are operating within acceptable limits. It involves identifying and eliminating special causes of variation, which are factors that are not part of the normal process and cause the output to deviate from the desired outcome. By removing these special causes, the process can be stabilized and brought back into control. Therefore, the answer "Removing special (or assignable) causes of variation" is most closely related to SPC.

Intermediate-range forecasts are needed to plan work-force levels, allocate budgets among divisions, and schedule jobs and resources. This type of forecast typically covers a time frame of 3 months to 2 years and helps organizations make decisions regarding staffing, budgeting, and resource allocation. It provides a balance between the long-term strategic forecasts and the short-term operational forecasts, allowing companies to make informed decisions in the medium term.

The month in which a backorder will materialize is the month in which the demand exceeds the production rate. In this case, the production rate is 250 units per month. The demand for the next four months is 200, 400, 250, and 350 units. Since the demand in the second month is 400 units, which is greater than the production rate, a backorder will materialize in that month.

The given correct answer, "Never ask experts to justify their forecasts in writing," is not one of the ten principles of forecasting published by a group of international experts. The other options, such as using quantitative methods, using multiple measures of forecast accuracy, and combining forecasts from different approaches, are all principles that are recommended for effective forecasting. Asking experts to justify their forecasts in writing is not mentioned as a principle in the given context.

Chase Demand is an aggregate planning strategy that aims to match production with the actual demand, resulting in the least amount of inventory. This strategy involves adjusting production levels according to the fluctuating customer demand, which helps in minimizing the need for excess inventory. By closely aligning production with demand, the company can avoid overproduction and reduce the costs associated with carrying excess inventory. Therefore, Chase Demand strategy generally leads to the least amount of inventory compared to other strategies like Level production, Mixed, or Lot-for-Lot.

Seasonal patterns refer to the repetitive fluctuations in data that occur within a specific time frame, such as a year or a season. These patterns are influenced by factors such as weather, holidays, and other recurring events. They can be observed in various industries, such as retail sales, tourism, and agriculture, where demand and supply tend to vary predictably throughout the year. Seasonal patterns allow businesses to anticipate and plan for fluctuations in their operations, such as adjusting inventory levels or staffing requirements accordingly.

The principles of lean operating systems focus on improving efficiency and eliminating waste in order to increase productivity. They aim to streamline processes and reduce unnecessary steps or activities. The options "Eliminate waste," "Increase speed and response," and "Reduce cost" all align with these principles as they emphasize eliminating inefficiencies and improving overall performance. However, "Reduce workforce" does not align with the principles of lean operating systems as it suggests reducing the number of employees, which may not necessarily lead to improved efficiency or productivity.

Gross requirements refer to the total demand for an item derived from all of its parents. This means that the gross requirements take into account the demand for the item from all levels of the supply chain, including any higher-level assemblies or products that require the item as a component. It represents the total quantity needed to fulfill all the demands and is an important factor in determining the overall production and inventory planning for the item.

Short-range forecasts are needed for planning production schedules and assigning workers to jobs because they provide a relatively detailed and accurate prediction of demand in the near future. These forecasts typically cover a time frame of up to one year and are crucial for making day-to-day operational decisions. By having short-range forecasts, companies can efficiently allocate resources, adjust production levels, and schedule workers accordingly to meet customer demand and optimize productivity.

Quick setup or changeover of tooling and fixtures is associated with Single Minute Exchange of Dies (SMED). SMED is a methodology used in manufacturing to reduce the time it takes to change from one production process to another. By implementing SMED techniques, such as standardizing and simplifying tooling and fixtures, manufacturers can minimize downtime and increase productivity. This allows for quicker setup or changeover of equipment, leading to improved efficiency and reduced costs.

A moving average model works best when there is no trend, seasonal, or cyclical pattern in the time series. This is because a moving average model is used to smooth out random fluctuations or irregular variations in the data. If there are other patterns present such as a trend, seasonal variations, or cyclical patterns, a different model may be more appropriate to capture and analyze those patterns effectively.

When no special causes affect the output of a process, it is considered to be "in control." This means that the process is stable and predictable, with the output falling within acceptable limits. On the other hand, when special causes are present, the process is considered to be "out of control." This indicates that the process is unstable and unpredictable, with the output deviating from the desired or acceptable range.

Disaggregation, which is the process of breaking down the aggregate plan into more detailed plans, is the level at which setting order sizes and schedules for individual subassemblies and resources by week or day fits best. This level involves translating the aggregate plan into specific actions and decisions to meet the demand. Capacity requirements planning, on the other hand, focuses on determining the capacity needed to execute the disaggregated plans.

When inventory carrying costs are high and setup/order costs are low, the most efficient lot sizing rule is Lot for Lot (LFL). This rule ensures that the order quantity is equal to the demand for each period, minimizing the inventory carrying costs by avoiding excess inventory. Since setup/order costs are low, it is not necessary to consolidate orders, making LFL the most cost-effective option in this scenario.

Toyota classified waste into seven major categories: motion, inventory, waiting, defects, overproduction, overprocessing, and transportation. These categories help identify areas where waste occurs in the production process. The given answer, "Ordering," is not included in the list of waste categories. Therefore, it can be inferred that ordering is not considered a major category of waste by Toyota.

Pareto analysis is a tool used to prioritize problems or issues by identifying the most significant ones. It is based on the Pareto principle, also known as the 80/20 rule, which states that 80% of the effects come from 20% of the causes. By using Pareto analysis, one can focus on the vital few problems that have the most impact and allocate resources accordingly. This helps in efficient problem-solving and decision-making.

A pull system is a key concept in lean manufacturing, where production is based on customer demand. It aims to eliminate waste by only producing what is needed, when it is needed. Therefore, the statement that a pull system produces waste is false. In fact, a pull system helps to minimize waste by reducing overproduction and ensuring that resources are used efficiently.

Exponential smoothing is a forecasting technique that assigns weights to past data based on an exponential decay function. This means that as the data gets older, the weights assigned to it decrease exponentially. By doing so, the technique gives more importance to recent data while gradually reducing the impact of older data. This allows for a smoother and more accurate prediction of future values. It does not necessarily work best for long-term forecasting, yield a mathematically optimal solution, or handle trend.

A flow chart is a visual representation of a process that helps to determine how it works and what it is supposed to do. It uses symbols and arrows to show the sequence of steps or actions involved in the process, making it easier to understand and analyze. By mapping out the flow of a process, a flow chart can identify potential bottlenecks, inefficiencies, or areas for improvement. Therefore, it is a useful tool for analyzing and improving processes.

Aggregate planning is a strategic process that aims to balance the supply and demand of a company's products or services over a specified period. By minimizing the cost of meeting demand, a company can effectively allocate its resources and reduce unnecessary expenses. This can be achieved by optimizing production schedules, managing inventory levels, and minimizing overtime or subcontracting costs. Ultimately, the goal is to find the most cost-effective way to meet customer demand while maintaining operational efficiency.

A p-chart is used to monitor the number of boards that do not pass a functional test. The p-chart is a statistical control chart that is used to track the proportion of nonconforming items in a sample. It is commonly used in quality control to monitor the stability of a process and detect any changes or shifts in the proportion of nonconforming items. In this case, the manufacturer can use a p-chart to track the proportion of boards that do not pass the functional test, allowing them to identify any trends or patterns and take appropriate actions to improve the process.

The correct answer is hiring extra retired judges to process foreclosures. This answer is supported by the statement in the question that describes how a clogged court system tried to solve the bottleneck problem of processing foreclosures. By hiring extra retired judges, the court system would have been able to increase its capacity to process foreclosures and alleviate the backlog.

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A withdrawal Kanban is a signal used in lean manufacturing to authorize the transfer of an empty container. This means that when a production process or work center has used up its inventory and needs a refill, it can use the withdrawal Kanban to request an empty container to be brought to them. This allows for a smooth flow of materials and ensures that inventory is replenished in a timely manner.

The correct answer is "The only performance standard is Zero Defects." This statement is not one of W. Edwards Deming's 14 points because Deming emphasized the importance of continuous improvement, teamwork, and long-term thinking rather than focusing solely on achieving zero defects. He believed that setting arbitrary performance standards can be counterproductive and hinder overall improvement. Deming's approach emphasized the need for a holistic view of quality and the importance of understanding and improving the entire system, rather than just focusing on individual metrics like zero defects.

Six Sigma emphasizes defects per million opportunities as a key measure of quality. This methodology focuses on reducing variation and defects in a process to achieve near-perfect quality. By measuring defects per million opportunities, organizations can identify areas of improvement and strive for continuous improvement. Six Sigma aims to achieve a level of quality where there are only 3.4 defects per million opportunities, which demonstrates a high level of quality control and efficiency.

The question asks for an important concept in forecasting that is not included in the given options. The correct answer is "Using a smoothing constant of 0.1 in Delphi methods of forecasting." This answer is correct because determining the planning horizon length, determining the time bucket size, and identifying cyclical patterns are all important concepts in forecasting. However, using a smoothing constant of 0.1 in Delphi methods of forecasting is not a concept that is typically associated with forecasting.

Testing whether a computer boots up the first time is an example of finished goods control. Finished goods control involves inspecting and testing the final products to ensure they meet the required specifications and quality standards before they are released for sale or distribution. In this case, the computer is considered a finished good, and testing its boot-up process is a part of the quality control process to ensure that it functions correctly and meets customer expectations.

This statement suggests that for a non-bottleneck activity, if an hour is lost, it will not have any impact on the overall process or factory output. This implies that the non-bottleneck activities have enough capacity to handle delays without affecting the overall productivity. In contrast, bottleneck activities have limited capacity and any delay in those activities can have a significant impact on the entire process or factory output.

Switching to a pull system of manufacturing and distribution means that inventory levels will be reduced and component parts and subassemblies will be replenished only when needed. This is because in a pull system, production is based on actual demand, so there is no need to maintain high levels of inventory. Instead, materials are ordered and produced as they are needed, leading to a decrease in finished goods inventory. However, raw materials and work-in-process inventories may increase as they are being used to fulfill the demand.

Quality at the source refers to a concept where individuals who are directly responsible for their work are also responsible for ensuring the quality of their output. This means that each person involved in the production process takes ownership of the quality of their work and strives to produce a high-quality product or service. By empowering individuals to be accountable for the quality of their work, organizations can foster a culture of quality and reduce the need for extensive quality control measures further downstream in the process. This approach promotes efficiency, reduces errors, and ultimately leads to better overall quality outcomes.

If forecast demand exceeds the total factory or supply capacity, managers might simply decide not to meet forecast demand. This decision would most likely be made at the aggregate planning level. Aggregate planning involves making high-level decisions about the overall production and capacity levels of the organization. In this situation, the decision not to meet forecast demand would involve adjusting the production and capacity levels to align with the available resources. This decision would be made at a higher planning level rather than at the execution or capacity requirements planning levels, which focus more on the detailed implementation and scheduling of production.

Weight is not related to a discrete metric because a discrete metric is a measurement that can only take on certain specific values, typically integers. Weight, on the other hand, is a continuous metric that can take on any value within a given range. Therefore, weight does not fit the criteria of a discrete metric.

Building a new plant is not an aggregate planning decision option because it is a long-term strategic decision that involves significant investment and cannot be easily adjusted in response to short-term fluctuations in demand. Aggregate planning decisions typically focus on managing production levels, inventory, workforce, and subcontracting to meet fluctuating demand while minimizing costs and maximizing efficiency. Promotion and advertising, subcontracting, and layoffs are all examples of aggregate planning decision options that can be adjusted in response to changes in demand.

The UCL (Upper Control Limit) and LCL (Lower Control Limit) for a p-chart can be calculated using the formula:

UCL = p̄ + z * √(p̄(1-p̄)/n)
LCL = p̄ - z * √(p̄(1-p̄)/n)

where p̄ is the average proportion of defective bars, z is the z-score representing the desired level of confidence, and n is the sample size.

In this case, the average proportion of defective bars is 0.015, the sample size is 100, and z = 3. By plugging these values into the formula, we can calculate the UCL and LCL.

Since the sample had 0.044 defectives, which is within the control limits, there is no need to take any action. Therefore, the correct answer is "Nothing."

The Lot-for-Lot (LFL) rule is best applied when inventory carrying costs are high and setup/order costs are low. This is because the LFL rule aims to minimize purchase or setup costs. When inventory carrying costs are high, it is more cost-effective to order smaller quantities more frequently to avoid holding excess inventory. On the other hand, when setup/order costs are low, it is feasible to place frequent orders without incurring significant additional costs. Therefore, the LFL rule is most suitable in this scenario to optimize costs and minimize inventory levels.

Quality at the source refers to the practice of ensuring quality in a process or product right from the beginning, rather than relying on inspections or corrections later on. "Doing it right the first time" aligns with this concept as it emphasizes the importance of getting things done correctly from the start, without the need for rework or corrections. By focusing on doing things right the first time, organizations can reduce waste, improve efficiency, and ultimately deliver a higher quality product or service to customers.

MAPE stands for Mean Absolute Percentage Error. It is a forecasting error measurement that calculates the average percentage difference between the actual and forecasted values. Unlike other error measurements such as MSE, MAD, and RMSE, MAPE eliminates the measurement scale factor, making it a useful tool for comparing forecast accuracy across different datasets or variables. MAPE is often preferred when dealing with data that has varying scales or units.

The smoothing constant (alpha) is not important in choosing a forecasting method because it is a parameter specific to exponential smoothing techniques. The choice of alpha determines the weight given to recent observations in the forecast calculation. However, when choosing a forecasting method, factors such as the time span for which the forecast is made, data requirements, and quantitative skills needed are more important considerations. These factors determine the suitability and accuracy of the forecasting method for the specific situation.

Common cause variation refers to the natural variation that is inherent in every process. It is not caused by any specific assignable cause and cannot be controlled or reduced by statistical process control methods. Instead, it is a result of the complex interactions and randomness that are inherent in any process. Therefore, the correct answer is that common cause variation is present in every process.

The words "product family", "budget allocation", and "long-term" suggest a high-level planning process that involves making strategic decisions about allocating resources, such as budget and capacity, for a group of related products. This aligns with the concept of aggregate planning, which focuses on long-term resource allocation and balancing supply and demand at a high level. Therefore, the correct answer is Aggregate planning - Level 1.

Throughput, according to the Theory of Constraints, refers to the amount of money generated per time period through actual sales. It represents the rate at which a system generates money through its primary goal of selling products or services. This concept focuses on the flow of products or services through a system and emphasizes the importance of maximizing throughput to increase profitability.

The correct answer is "Improvise". The recognized benchmark for Six Sigma implementation is General Electric (GE), and their Six Sigma problem-solving approach consists of five phases: Define, Measure, Analyze, Improve, and Control. "Improvise" is not one of the phases in GE's approach.