GSCM 520 DeVry Entire Course
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<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> <strong>Entire</strong> <strong>Course</strong><br />
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<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> <strong>Entire</strong> <strong>Course</strong><br />
<strong>GSCM</strong><strong>520</strong><br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> <strong>Entire</strong> <strong>Course</strong><br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 1 Discussion 1<br />
Substantiate the Importance of Operations and Supply Chain Management (graded)<br />
What is operations and supply chain management?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 1 Discussion 2<br />
Competitive Dimensions of Operations and Supply Chain Strategies (graded)<br />
What are the competitive dimensions and specific parameters of operations and supply chain strategies?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 2 Discussion 1<br />
Forecast Planning for Supply Chain Management (graded)<br />
Does forecasting sometimes seem to be a little like magic? Where do all these plans and figures come from? In this<br />
week’s lesson, we learn about developing forecasts to predict materials, resources, and services. Why is forecasting<br />
so strategically important for operations and supply chains? Give examples of current forecasts you use at work or at<br />
home.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 2 Discussion 2<br />
Strategic Capacity Management (graded)<br />
How important is it to manage capacity for operations and supply chains? Is managing capacity different in<br />
manufacturing companies versus a service organization? Exactly how do we plan capacity within these organizations?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 3 Discussion 1<br />
Quality Management and Six Sigma (graded)<br />
Discuss how quality is measured and explain the different dimensions of quality.
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 3 Discussion 2<br />
Lean Supply Chains (graded)<br />
Define lean production and explain the advantages companies can obtain using lean methods and principles in the<br />
supply chains.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 4 Discussion 1<br />
Manufacturing Processes (graded)<br />
Explain the production process and describe the different types of process designs.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 4 Discussion 2<br />
Service Processes (graded)<br />
Explain the characteristics of service processes and how they are different from manufacturing processes. This section<br />
lists options that can be used to view responses.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 5 Discussion 1<br />
Sales and Operations Planning (graded)<br />
Explain the sales and operations planning process. How does this process improve manufacturing, logistics, service,<br />
and marketing planning and execution?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 5 Discussion 2<br />
Material Requirements Planning (graded)<br />
What inputs of information go into the MRP calculations? Please explain the explosion process. What do MRP systems<br />
produce as outputs?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 6 Discussion 1<br />
Inventory Management (graded)<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 6 Discussion 2<br />
Global Sourcing (graded)<br />
Why is global sourcing an important consideration for supply chain management?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 7 Discussion 1<br />
Location Decisions (graded)<br />
Describe the factors and challenges of making location decisions.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 7 Discussion 2
Logistics and Distribution (graded)<br />
Explain the opportunities for improving distribution and logistics functions, and explain the challenges of transportation<br />
and logistics in supply chain management.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 1 Case Study<br />
Case—The Tao of Timbuk2 (p. 43)<br />
In a three-page paper, answer the following.<br />
· Consider the two categories of products that Timbuk2 to makes and sells. For the custom messenger bag, what are<br />
the key competitive dimensions that are driving sales? Are their competitive priorities different for the new laptop bags<br />
sourced in China?<br />
· Compare the assembly line in China to that in San Francisco along the following dimensions: (1) volume or rate of<br />
production, (2) required skill of the workers, (3) level of automation, and (4) amount of raw material and finished goods<br />
inventory.<br />
· Draw two diagrams, one depicting the supply chain for those projects sourced in China and the other depicting the<br />
bags purchased in San Francisco. Show all the major steps, including raw material, manufacturing, finished goods,<br />
distribution inventory, and transportation. Other than manufacturing costs, what other course should Timbuk2 consider<br />
when making the sourcing decision?<br />
The Tao of Timbuk2<br />
Review the The Tao of Timbuk2 case study on page 43 in the textbook. You can find the questions for this case study<br />
in Doc Sharing.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
in the presented case study.<br />
You might want to use Microsoft Visio software for the final question of this case. See the Syllabus for tips on using MS<br />
Visio. You may already have Visio installed on your computer; if not, you can access the software from the iLab under<br />
<strong>Course</strong> Home.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this Tutorial<br />
.next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232">Dropbox Tutorial.<br />
See the Syllabus section "Due Dates for Assignments & Exams" for due date information.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 2 Case Study<br />
Shouldice Hospital—A Cut Above<br />
Review the Shouldice Hospital case study on page 115 in the textbook. You can find the questions for this case study<br />
in Doc Sharing.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
in the presented case study.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this<br />
Case—Shouldice Hospital—A Cut Above (p. 115)<br />
In a three-page paper, answer the following.<br />
· How well does the hospital currently utilize its beds?
· Develop a similar table to show the effects of adding operations on Saturday. (Assume that 30 operations would still<br />
be performed each day.) How would you affect the utilization of the bed capacity? Is this capacity sufficient for the<br />
additional patients?<br />
· Now look at the effect of increasing the number of beds by 50%. How many operations could the hospital perform per<br />
day before running out of bed capacity? (Assume operations are performed 5 days per week, with the same number<br />
performed on each day.) How well will the new resources be utilized relative to the current operation? Could the hospital<br />
really perform that many operations? Why? (Hint: look at the capacity of the 12 surgeons and the five operating rooms.)<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 3 Case Study<br />
Select one of the following.<br />
Quality Parts Company<br />
Review the Quality Parts Company case study on page 426 in the textbook, and refer to the questions noted in Doc<br />
Sharing.<br />
Value Stream Mapping<br />
Review the Value Stream Mapping case study on page 428 in the textbook, and refer to the questions noted in Doc<br />
Sharing.<br />
Pro Fishing Boats<br />
Review the Pro Fishing Boats case study on page 428 in the textbook, and refer to the questions noted in Doc Sharing.<br />
You might want to use Microsoft Visio software to create a Value Stream Map. See the Syllabus for tips on using MS<br />
Visio. You may already have Visio installed on your computer; if not, you can access the software from the iLab under<br />
<strong>Course</strong> Home.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
from the presented case study of your choice.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232">Dropbox<br />
Tutorial.<br />
See the Syllabus section "Due Dates for Assignments & Exams" for due date information.<br />
Case—Quality Parts Company (p. 426)<br />
In a three-page paper, answer the following.<br />
· Which of the changes being considered by the manager of Quality Parts Company are counter to the lean philosophy?<br />
· Make recommendations for lean improvements in such areas as scheduling, layout, kanban, task groupings, and<br />
inventory. Use quantitative data as much as possible; state necessary assumptions.<br />
· Sketch the operation of a pull system for running Quality Parts Company’s current system.<br />
· Outline a plan for introducing lean at Quality Parts Company.<br />
Case—Value Stream Mapping (p. 428)<br />
In a three-page paper, answer the following.<br />
· Eliminating the queue of work dramatically quickens the time it takes a part to flow through a system. What are the<br />
disadvantages of removing those cues?
· How do you think the machine operators would react to the change?<br />
· What would you do to ensure that the operators were busy?<br />
Case—Pro Fishing Boats—A Value Stream Mapping Exercise (p. 428)<br />
· Create a value stream map (VSM) of this supply chain. What other information is needed?<br />
· Where are there risks for supply chain disruptions or stoppages to the flow of materials?<br />
· Where do opportunities reside in improving supply chain operations, and how has VSM helped to reveal these?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 4 Case Study<br />
Toshiba’s Notebook Computer Assembly Line<br />
Review the Toshiba’s Notebook Computer Assembly Line case study on page 199 in the textbook and refer to the<br />
questions noted in Doc Sharing.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
from the presented case study.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this<br />
Case—Toshiba’s Notebook Computer Assembly Line (p. 199)<br />
In a three-page paper, answer the following.<br />
· What is the daily capacity of the assembly-line design by the engineers? · When it is running at maximum capacity,<br />
what is the efficiency of the line relative to its use of labor? Assume that the supporter is not included in efficiency<br />
calculations?<br />
· How should the line be redesigned to operate at the initial 250 units per day target, assuming that no overtime will be<br />
used? What is the efficiency of your new design?<br />
· What other issues might Toshihiro consider when bringing a new assembly line up to speed?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 5 Case Study<br />
Select one of the following.<br />
1. Bradford Manufacturing<br />
Review the Bradford Manufacturing case study on page 270 in the textbook and refer to the questions noted in Doc<br />
Sharing.<br />
2. Brunswick Motors<br />
Review the Brunswick Motors case study on page 300 in the textbook and refer to the questions noted in Doc Sharing.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
from the presented case study of your choice.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232">Dropbox<br />
Tutorial.
See the Syllabus section "Due Dates for Assignments & Exams" for due date information.<br />
Case—Bradford Manufacturing (p. 270)<br />
· Prepare an aggregate plan for the coming year, assuming that the sales forecast is perfect. Use the spreadsheet<br />
Bradford Manufacturing. In the spreadsheet, an area has been designated for your aggregate plan solution. Supply the<br />
number of packaging lines to run and the number of overtime hours each quarter. You will need to set up the course<br />
calculations in the spreadsheet.<br />
· Review your solution carefully and defend your answers.<br />
Case—Brunswick Motors (p. 300)<br />
· Assume that Phil wants to minimize his inventory requirements. Assume that each order will be only for what is<br />
required for a single period. Using the forms in the case, calculate the net requirements and planned order releases for<br />
the gearboxes and input shafts. Assume that the lot sizing is done using a lot for lot.<br />
· Calculate a schedule using lease-total-cost lot sizing. What are the savings with this new schedule?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 6 Case Study<br />
Select one of the following.<br />
Inventory Management at Big10 Sweater<br />
Review the Inventory Management at Big10 Sweater case study on page 395 in the textbook and refer to the questions<br />
noted in Doc Sharing.<br />
Grainger: Reengineering the China/U.S. Supply Chain<br />
Review the Grainger: Reengineering the China/U.S. Supply Chaincase study on page 455 in the textbook and refer to<br />
the questions noted in Doc Sharing.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
from the presented case study of your choice.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this<br />
Case—Inventory Management at Big10Sweater (p.395)<br />
Please address the following.<br />
· Using the data provided in the text, calculate how much Rhonda and Steve made for taxes last year.<br />
· What was your reasoning behind using the aggregate demand forecasts when determining the size of your order<br />
rather than the individual school forecasts? Should you rethink this or is there a sound basis for doing it this way?<br />
· How many sweaters should you order this year? Write down your order by individual school. Document your<br />
calculations in your spreadsheet. Calculate this based on the aggregate forecasts and also the forecast by individual<br />
school.<br />
· What do you think they could make this year? They are paying for $40,000 and you expect your benefit package<br />
addition would be about $1000 per year. Assume that they ordered based on the aggregate forecasts.<br />
· How should the business be developed in the future?<br />
Case—Grainger: Reengineering the China/U.S. Supply Chain (p.457)<br />
Please address the following.<br />
· Evaluate the current China/Taiwan logistics costs. Assume a current total volume of 190,000 CBM and that 89% is<br />
shipped direct from the supply is plants in containers. Using the data from the case and assume that the supplier-
loaded container is 85% full. Assume that consolidation centers are run at each of the four port locations. The<br />
consolidation centers only use 40-foot containers and fill them to 96% capacity.<br />
· Assume that it costs $480 to ship a 20-foot container and $600 to ship a 40-foot container. What is the total cost to<br />
get the containers to the United States? Do you include U.S. port costs in this part of the analysis?<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 7 Case Study<br />
Distribution Center Location—Grainger<br />
Review the Distribution Center Location—Graniger case study on page 477 in the textbook and refer to the questions<br />
noted in Doc Sharing.<br />
Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions<br />
in the presented case study.<br />
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use<br />
the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step<br />
instructions or watch this<br />
Case—Distribution Center Location-Grainger (p.477)<br />
Please address the following:<br />
Relative to the U.S. distribution network, calculate the costs associated with running the existing system. Assume that<br />
40% of the volume arrives in Seattle and 60% in Los Angeles, and the port processing fee for federal processing at<br />
both locations is $5.00 per CBM. Assume that everything is transferred to the Kansas City distribution center by rail,<br />
where it is unloaded and quality checked. Assume that all volume is then transferred by truck to the nine existing<br />
warehouses in the United States.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 1 Quiz<br />
Question 1.1.(TCO 1) One reason for studying operations and supply chain management (OSCM) is which of the<br />
following?(Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
OSCM is essential for understanding organizational behavior.<br />
Most business graduates do OSCM work regardless of their job title.<br />
All managers should understand the basic principles that guide the design of transformation processes.<br />
OSCM is a required course in all business degree programs.<br />
OSCM is the most rigorous business discipline.<br />
Question 2.2.(TCOs 1 and 2) A major competitive dimension that forms a company's strategic operational<br />
competitive position in their strategic planning is which of the following?(Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Cost price<br />
Focus<br />
Automation<br />
Straddling<br />
Activity-system mapping<br />
Question 3.3.(TCO 2) When a company seeks to match the benefits of a successful position while maintaining its<br />
existing position in offering customers a variety of differing services, what is this process called?(Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
Operations capability analysis<br />
Straddling<br />
Order qualifying<br />
Order winning
o<br />
Inter-functional analysis<br />
Question 4.4.(TCO 2) Which of the following is a partial measure of productivity?(Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Output/Materials<br />
Output/(Labor + Capital + Energy)<br />
Output/All resources used<br />
Output/Inputs<br />
All of the above<br />
Question 5.5.(TCO 2) If all you knew about a production system was that total daily output was 400 units and the<br />
total labor necessary to produce the 400 units was 350 hours, what kind of productivity measure could you use to<br />
compute productivity?(Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Partial measure<br />
Multifactor measure<br />
Total measure<br />
Global measure<br />
All of the above<br />
Question 6.6.(TCO 2) The total output from a production system in 1 day is 500 units and the total labor necessary<br />
to produce the 500 units is 350 hours. Using the appropriate productivity measure, which of the following numbers<br />
represents the resulting productivity ratio?(Points : 5)<br />
o 1.000<br />
o 1.428<br />
o 0.700<br />
o 0.411<br />
o None of the above<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 2 Quiz<br />
Question 1.1.(TCO 5) In most cases, demand for products or services can be broken down into several<br />
components. Which of the following is not considered a component of demand?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Average demand for a period<br />
A trend<br />
Seasonal elements<br />
Past data<br />
Autocorrelation<br />
Question 2.2.(TCO 5) In most cases, demand for products or services can be broken into several components.<br />
Which of the following is considered a component of demand?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Forecast error<br />
Autocorrelation<br />
Previous demand<br />
Consistent demand<br />
Repeat demand<br />
Question 3.3.(TCO 5) Which of the following forecasting methodologies is considered a causal forecasting<br />
technique?(Points : 3)<br />
o<br />
Exponential smoothing
o<br />
o<br />
o<br />
o<br />
Weighted moving average<br />
Linear regression<br />
Historical analogy<br />
Market research<br />
Question 4.4.(TCO 5) Which of the following forecasting methods uses executive judgment as its primary<br />
component for forecasting?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Historical analogy<br />
Time series analysis<br />
Panel consensus<br />
Market research<br />
Linear regression<br />
Question 5.5.(TCO 5) In business forecasting, what is usually considered a long-term time period?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Three months or longer<br />
Six months or longer<br />
One year or longer<br />
Two years or longer<br />
Ten years or longer<br />
Question 6.6.(TCO 5) In general, which forecasting time frame best identifies seasonal effects?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Short-term forecasts<br />
Quick-time forecasts<br />
Long range forecasts<br />
Medium term forecasts<br />
Rapid change forecasts<br />
Question 7.7.(TCO 5) The ability to rapidly and inexpensively switch production from one product to another<br />
enables what are sometimes referred to as(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
economies of scale<br />
economies of size<br />
economies of shape.<br />
economies of scope.<br />
economies of shipping.<br />
Question 8.8.(TCO 5) If the best operating level of a piece of equipment is at a rate of 400 units per hour and the<br />
actual output during an hour is 300 units, which of the following is the capacity utilization rate?(Points : 3)<br />
o 0.75<br />
o 1.00<br />
o 1.33<br />
o 2.33300<br />
Question 9.9.(TCO 5) The capacity focus concept can be put into practice through a mechanism called which of<br />
the following?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Best operating level (BOL)<br />
Plant within a plant (PWP)<br />
Total quality management (TQM)<br />
Capacity utilization rate (CUR)<br />
Zero-changeover-time (ZXT)
Question 10.10.(TCO 5) At a decision point in a decision tree, which machine would you select when trying to<br />
maximize payoff when the anticipated benefit of selecting machine A is $45,000 with a probability of 90%, the expected<br />
benefit of selecting machine B is $80,000 with a probability of 50%, and the expected benefit of selecting machine C is<br />
$60,000 with a probability of 75%?(Points : 3)<br />
o Machine B<br />
o Machine C<br />
o You would be indifferent between machines A and C.<br />
o You would be indifferent between machines A and B<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 3 Quiz<br />
Question 1.1.(TCO 6) The philosophical leaders of the quality movement, Philip Crosby, W. Edwards Deming, and<br />
Joseph M. Juran, had the same general message about what it took to achieve outstanding quality. Which of the<br />
following was not part of that message?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Quality is free<br />
Leadership from senior management<br />
Customer focus<br />
Total involvement of the workforce<br />
Continuous improvement<br />
Question 2.2.(TCO 6) Fishbone diagram as part of a six-sigma quality improvement process might be found in<br />
which DMAIC category?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Define<br />
Measure<br />
Analyze<br />
Improve<br />
Control<br />
Question 3.3.(TCO 6) A Pareto chart as part of a six-sigma quality improvement process might be found in which<br />
DMAIC category?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Define<br />
Measure<br />
Analyze<br />
Improve<br />
Control<br />
Question 4.4.(TCO 6) Which of the following is not an analytical tool used in six-sigma quality improvement<br />
programs?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Flow charts<br />
Run charts<br />
Control charts<br />
Pareto diagrams<br />
Decision diagrams<br />
Question 5.5.(TCO 6) The Malcolm Baldrige award selection process helps improve quality and productivity by<br />
which of the following means?(Points : 3)<br />
o<br />
o<br />
Stimulating foreign based suppliers of American companies to improve quality<br />
Reporting quality levels among American firms
o<br />
o<br />
o<br />
Identifying American firms with the most difficult quality problems<br />
Providing feedback to applicants by the examiners<br />
Helping Baldrige award winners increase their sales<br />
Question 6.6.(TCO 3) In the textbook, Toyota's Fujio Cho identified which of the following types of waste to be<br />
eliminated?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Underproduction<br />
Excess quality<br />
Preventive maintenance<br />
Product defects<br />
Kaizen<br />
Question 7.7.(TCO 3) In a lean production system we expect to see which of the following?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
No extra inventory<br />
Extra inventory of critical parts held just-in-case<br />
More parts and fewer standardized product configurations<br />
Managers being held responsible for quality of the work turned out<br />
Closer management-labor relationships<br />
Question 8.8.(TCO 3) In the textbook, Toyota's Fujio Cho identified which of the following types of waste to be<br />
eliminated?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Excess quality<br />
Motion<br />
Excess capacity<br />
Underproduction<br />
Excess demand<br />
Question 9.9.(TCO 3) Group technology (GT) is credited with which of the following benefits?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Reducing waiting time between process operations<br />
Improving inventory discipline<br />
Reducing required workforce skills<br />
Improved labor relations<br />
Improved small group functioning<br />
Question 10.10.(TCO 3) To implement lean production schedules, a firm would do which of the following?(Points<br />
: 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Have excess capacity<br />
Force demand<br />
Hire a consultant<br />
Bottom-up management<br />
Implement Kanban groups<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 4 Quiz<br />
Question 1. 1. (TCO 7) Using the assembly-line balancing procedure, which of the following is the theoretical<br />
minimum number of workstations if the task times for the six tasks that make up the job are 4, 6, 7, 2, 6, and 5 minutes<br />
and the cycle time is 10 minutes? (Points : 3)<br />
o<br />
Three
o<br />
o<br />
o<br />
o<br />
Five<br />
Six<br />
Eight<br />
None of the above<br />
Question 2. 2. (TCO 7) You have just determined the actual number of workstations that will be used on an<br />
assembly line to be eight using the assembly-line balancing procedure. The cycle time of the line is 10 minutes and the<br />
sum of all that tasks required on the line is 60 minutes. Which of the following is the correct value for the resulting line's<br />
efficiency? (Points : 3)<br />
o 0.500<br />
o 0.650<br />
o 0.750<br />
o 0.850<br />
o None of the above<br />
Question 3. 3. (TCO 7) Which of the following is not a step in developing a manufacturing cell layout? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Grouping parts into families that follow a common sequence of steps<br />
Identifying dominant flow patterns of parts families as a basis for location of processes<br />
Physically grouping machines and processes into cells<br />
Disposing of left-over machinery and outsourcing ungrouped processes<br />
None of the above<br />
Question 4. 4. (TCO 7) A difference between project and continuous flow categories of process flow structures is<br />
which one of the following? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
The size and bulk of the product<br />
Discrete parts moving from workstation to workstation<br />
Degree of equipment specialization<br />
Being a Virtual Factory<br />
Profit per unit<br />
Question 5. 5. (TCO 7) Which of the following is a basic type of process structure? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Process flow diagram<br />
Product matrix<br />
Process matrix<br />
Work center<br />
Manual assembly<br />
Question 6. 6. (TCO 7) Which of the following is a suggestion for managing queues that are mentioned in the<br />
textbook? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Put up a serpentine lane to keep people from jumping ahead in line.<br />
Use humor to defuse a potentially irritating situation.<br />
Segment the customers.<br />
Assure customers that the wait is fair and inform them of the queue discipline.<br />
Tell people in the queue that each will be served as soon as possible.<br />
Question 7. 7. (TCO 7) Which of the following is not a suggestion for managing queues presented in the textbook?<br />
(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
Train your servers to be friendly.<br />
Segment the customers.<br />
Determine an acceptable waiting time for your customers.<br />
Inform your customers of what to expect.
o<br />
Encourage customers to come during slack periods.<br />
Question 8. 8. (TCO 7) Which of the following is not a queue discipline discussed in the textbook? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
First come, first served<br />
Last in, first out<br />
Limited needs<br />
Shortest processing time<br />
Best customer first<br />
Question 9. 9. (TCO 7) A roller coaster ride in an amusement park employs which type of queuing system line<br />
structure? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Single channel, single phase<br />
Single channel, multiphase<br />
Multichannel, single phase<br />
Multichannel, multiphase<br />
None of the above<br />
Question 10. 10. (TCO 7) Which of the following is a characteristic that can be used to guide the design of service<br />
systems? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Services cannot be inventoried.<br />
Services are all similar.<br />
Quality work means quality service.<br />
Services businesses are inherently entrepreneurial.<br />
Even service businesses have internal services.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 5 Quiz<br />
Question 1. 1.(TCO 8) In an overview of the major operations planning activities in a typical service organization,<br />
which of the following activities follows aggregate sales and operations planning? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Process planning<br />
Workforce scheduling<br />
Master scheduling<br />
Materials requirements planning<br />
Order scheduling<br />
Question 2. 2.(TCO 8) The main purpose of aggregate operations planning is to specify the optimal combination<br />
of which of the following? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Workforce levels and inventory on hand<br />
Inventory on hand and financing costs for that inventory<br />
The strategic plan and the products available for sale<br />
The workforce level and the degree of automation<br />
Operational costs and the cash flow to support operations<br />
Question 3. 3.(TCO 8) In conducting aggregate operations planning, there are a number of required inputs. Which<br />
of the following are inputs considered external to the firm? (Points : 3)<br />
o<br />
o<br />
o<br />
Competitor behavior and economic conditions<br />
Market demand and inventory levels<br />
Subcontractor capacity and current workforce
o<br />
o<br />
Economic conditions and current physical capacity<br />
Raw material availability and inventory levels<br />
Question 4. 4.(TCO 8) From an operational perspective, yield management is least effective under which of the<br />
following circumstances? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Demand can be segmented by customer.<br />
The product can be sold in advance.<br />
Demand is highly variable.<br />
Fixed costs are high and variable costs are low.<br />
Demand is stable and close to capacity.<br />
Question 5. 5.(TCO 8) A BOM file is also called which of the following? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Product tree<br />
Stocking plan<br />
Inventory usage record<br />
Production parts plan<br />
Time bucket schedule<br />
Question 6. 6.(TCO 8) Which of the following is an input to the master production schedule (MPS)? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Inventory records file<br />
The aggregate plan<br />
The bill of materials<br />
The exception report<br />
Planned order schedules<br />
Question 7. 7.(TCO 8) Which of the following is one of the main purposes of a MRP system? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
To educate personnel in basic work rules<br />
To determine the amount of materials needed to produce each end item.<br />
To stimulate the work force<br />
To decrease labor requirements<br />
To increase inventory accuracy<br />
Question 8. 8.(TCO 8) Which of the following is an input to the master production schedule? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Bill of materials (BOM) file<br />
Inventory records file<br />
Exception reports<br />
Planned-order schedules<br />
None of the above<br />
Question 9. 9.(TCO 8) Which of the following is an input file necessary to run an MRP system? (Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Exception report<br />
Computer-aided-design files<br />
Inventory records file<br />
Personnel files<br />
Planned order schedule<br />
Question 10. 10.(TCO 8) In an MRP program, the program accesses the status segment of an inventory record<br />
according to specific periods called which of the following? (Points : 3)<br />
o<br />
Cubed time units
o<br />
o<br />
o<br />
o<br />
Time buckets<br />
BOM units<br />
Time modules<br />
Time lines<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 6 Quiz<br />
Question 1.1.(TCO 4) Which of the following is one of the categories of manufacturing inventory?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Economic Order Inventory<br />
Work-in-process<br />
Quality units<br />
JIT Inventory<br />
Re-order point<br />
Question 2.2.(TCO 4) When developing inventory cost models, which of the following are not included as costs to<br />
place an order?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Phone calls<br />
Taxes<br />
Clerical<br />
Calculating quantity to order<br />
Postage<br />
Question 3.3.(TCO 4) In making any decision that affects inventory size, which of the following costs do not need<br />
to be considered?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Holding costs<br />
Setup costs<br />
Ordering costs<br />
Fixed costs<br />
Shortage costs<br />
Question 4.4.(TCO 4) Which of the following are fixed-order quantity inventory models?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Economic order quantity model<br />
The ABC model<br />
Periodic replenishment model<br />
Cycle counting model<br />
P model<br />
Question 5.5.(TCO 4) Which of the following is the set of all cost components that make up the fixed-order quantity<br />
total annual cost (TC) function?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Annual purchasing cost, annual ordering cost, fixed cost<br />
Annual holding cost, annual ordering cost, unit cost<br />
Annual holding cost, annual ordering cost, annual purchasing cost<br />
Annual lead time cost, annual holding cost, annual purchasing cost<br />
Annual unit cost, annual set up cost, annual purchasing cost<br />
Question 6.6.(TCO 4) If annual demand is 50,000 units, the ordering cost is $25 per order, and the holding cost is<br />
$5 per unit per year, which of the following is the optimal order quantity using the fixed-order quantity model?(Points :<br />
3)
o 909<br />
o 707<br />
o 634<br />
o 500<br />
o 141<br />
Question 7.7.(TCO 4) If the average aggregate inventory value is $100,000 and the cost of goods sold is $450,000,<br />
which of the following is inventory turnover?(Points : 3)<br />
o 19.23<br />
o 4.5<br />
o 0.8654<br />
o 0.2222<br />
o None of the above<br />
Question 8.8.(TCO 3) In Hau Lee's uncertainty framework to classify supply chains, a supply chain for functional<br />
products with a stable supply process is called which of the following?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Efficient<br />
Forward looking<br />
Agile<br />
Risk hedging<br />
Responsive<br />
Question 9.9.(TCO 3) Which of the following is an organizationally driven reason for outsourcing?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Improve effectiveness by focusing on what the firm does best<br />
Turn fixed costs into variable costs<br />
Reduce costs through lowered cost structure and increased flexibility<br />
Improve risk management<br />
Improve credibility and image by associating with superior providers<br />
Question 10.10.(TCO 3) Which of the following is an improvement-driven reason for outsourcing?(Points : 3)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Shorten cycle time<br />
Improve effectiveness by focusing on what the firm does best<br />
Increase product and service value by improving response to customer needs<br />
Turn fixed costs into variable costs<br />
Reduce costs through a lower cost structure<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Week 7 Quiz<br />
Question 1. 1. (TCO 9) Which of the following is not a criterion that influences manufacturing plant or warehouse<br />
facility location decisions? (Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Proximity to customers<br />
Historical cost<br />
Infrastructure of a country<br />
Quality of labor<br />
Business climate<br />
Question 2. 2. (TCO 9) Which of the following is a criterion that influences manufacturing plant or warehouse facility<br />
location decisions? (Points : 5)<br />
o<br />
Proximity to customers
o<br />
o<br />
o<br />
o<br />
Corporate policy<br />
Competitor's locations<br />
Competitive advantage<br />
Host community politics<br />
Question 3. 3. (TCO 9) One of the objectives of facility location analysis is to select a site with the lowest total cost.<br />
Which of the following are hidden costs that should be included in the analysis? (Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Becoming less responsive to the customer<br />
Supplier costs<br />
Taxes<br />
Construction costs<br />
Product life cycle costs<br />
Question 4. 4. (TCO 9) An example of a trading bloc is which of the following? (Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Central American Free Trade Agreement countries<br />
Free trade zones<br />
ISO-9000 companies<br />
American Production and Inventory Control Society<br />
Wal-Mart and its suppliers<br />
Question 5. 5. (TCO 9) The centroid method for plant location uses which of the following data? (Points : 5)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Volume of goods to be shipped between existing points<br />
Inbound transportation costs<br />
Transport times between facilities<br />
Correlation matrix of existing facilities<br />
Probabilities and payoffs<br />
Question 6. 6. (TCO 9) Plant A is located at the (X, Y) coordinates of (200, 500) and has a volume of shipping of<br />
400 units a day. Plant B is located at the (X, Y) coordinates of (300, 100) and has a volume of shipping of 300 units a<br />
day. Using the centroid method, which of the following is the X coordinate for the new plant location? (Points : 5)<br />
o About 208<br />
o About 227<br />
o About 243<br />
o About 389<br />
o X coordinate cannot be computed from the data given.<br />
<strong>GSCM</strong> <strong>520</strong> <strong>DeVry</strong> Final Exam<br />
Question 1. 1. (TCOs 1 and 2) A major competitive dimension that forms a company's strategic operational<br />
competitive position in their strategic planning is which of the following? (Points : 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Cost or price<br />
Focus<br />
Automation<br />
Straddling<br />
Activity-system mapping<br />
Question 2. 2. (TCO 1) One of the package of features that make up a service is (Points : 4)
o<br />
o<br />
o<br />
o<br />
o<br />
appearance.<br />
facilitating goods.<br />
packaging.<br />
cost.<br />
implied use.<br />
Question 3. 3. (TCO 5) You are using an exponential smoothing model for forecasting. The running sum of the<br />
forecast error statistics (RSFE) are calculated each time a forecast is generated. You find the last RSFE to be 34.<br />
Originally, the forecasting model used was selected because its relatively low MAD of 0.4. To determine when it is time<br />
to reevaluate the usefulness of the exponential smoothing model, you compute tracking signals. Which of the following<br />
is the resulting tracking signal? (Points : 4)<br />
o 85<br />
o 60<br />
o 13.6<br />
o 12.9<br />
o 8<br />
Question 4. 4. (TCO 5) The way to build in greater flexibility in your workers is to do which of the following? (Points<br />
: 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Pay higher wages to motivate a willingness to do a variety to tasks.<br />
Provide a broader range of training.<br />
Provide a wide variety of technology to augment workers skills.<br />
Institute a "pay for skills" program.<br />
Use part-time employees with specialized skills as needed.<br />
Question 5. 5. (TCO 6) The Malcolm Baldrige National Quality Award is given to organizations that have done<br />
which of the following? (Points : 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Instituted a six-sigma approach to total quality control<br />
Demonstrated a high level of product quality<br />
Demonstrated outstanding quality in their products and processes<br />
Have a world-class quality control function<br />
Most significantly improved their product quality levels<br />
Question 6. 6. (TCOs 3 and 7) Which of the following is considered a high-contact service operation? (Points :<br />
4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Online brokerage house<br />
Internet sales for a department store<br />
Physician practice<br />
Telephone life insurance sales and service<br />
Automobile repair<br />
Question 7. 7. (TCOs 7 and 8) Which of the following is a dynamic lot-sizing technique that adds ordering and<br />
inventory carrying cost for each trial lot size and divides by the number of units in each lot size, picking the lot size with<br />
the lowest unit cost? (Points : 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Economic order quantity<br />
Lot-for-lot<br />
Least total cost<br />
Least unit cost<br />
Inventory item averaging
Question 8. 8. (TCOs 4 and 8) Which of the following is a dynamic lot-sizing technique that calculates the order<br />
quantity by comparing the carrying cost and the setup (or ordering) costs for various lot sizes and then selects the lot<br />
size in which these are most nearly equal? (Points : 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Kanban<br />
Just-in-time system<br />
MRP<br />
Least unit cost<br />
Least total cost<br />
Question 9. 9. (TCO 3) When considering outsourcing, what should firms be sure to avoid? (Points : 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Losing control of noncore activities that don't distinguish the firm<br />
Allowing outsourcing to develop into a substitute for innovation<br />
Giving the outsourcing partner opportunities to become a strong competitor<br />
Allowing employees transferred to the outsourcing partner to rejoin the firm<br />
Adverse corporate tax implications of asset transfers to the outsourcing partner<br />
Question 10. 10. (TCO 9) In which of the following situations should we not use the transportation method of linear<br />
programming? (Points : 4)<br />
o<br />
o<br />
o<br />
o<br />
o<br />
To find a new site location for a plant<br />
To minimize costs of shipping n units to m destinations<br />
To maximize profits of shipping n units to m destinations<br />
To determine which corner of a street intersection to locate a retail service facility<br />
To locate a finished goods distribution warehouse<br />
Page 2<br />
Question 1. 1. (TCO 4) a company has recorded the last 5 days of daily demand on their only product. Those<br />
values are 120, 125, 124, 128, and 133. The time from when an order is placed to when it arrives at the company from<br />
its vendor is 5 days. Assuming the basic fixed-order quantity inventory model fits this situation and no safety stock is<br />
needed, which of the following is the reorder point (R)?<br />
o 120<br />
o 126<br />
o 630<br />
o 950<br />
o 1,200<br />
Question 2. 2. (TCO 4) You would like to use the fixed-time period inventory model to compute the desired order<br />
quantity for a company. You know that vendor lead time is 5 days and the number of days between reviews is 7. Which<br />
of the following is the standard deviation of demand over the review and lead time if the standard deviation of daily<br />
demand is 8?<br />
o About 27.7<br />
o About 32.8<br />
o About 35.8<br />
o About 39.9<br />
o About 45.0<br />
Question 3. 3. (TCOs 3, 4, and 5) If the average aggregate inventory value is $45,000 and the cost of goods<br />
sold is $10,000, which of the following is weeks of supply?<br />
o 45,000<br />
o 234<br />
o 120<br />
o 23.4
o 4.5<br />
Question 4. 4. (TCO 5) If a firm produced a standard item with relatively stable demand, the smoothing constant<br />
alpha (reaction rate to differences) used in an exponential smoothing forecasting model would tend to be in which of<br />
the following ranges?<br />
o 5% to 10%<br />
o 20% to 50%<br />
o 20% to 80%<br />
o 60% to 120%<br />
o 90% to 100%<br />
Question 5. 5. (TCO 2) Various financial data for SunPath Manufacturing for 2012 and 2013 follow. What is the<br />
percentage change in the multifactor labor and raw materials productivity measure for SunPath between 2012 and<br />
2013?<br />
2012 2013<br />
Output: Sales: $300,000 $330,000<br />
Inputs: Labor: $40,000$43,000<br />
Raw Materials: $45,000$51,000<br />
Energy:$10,000$9,000<br />
Capital Employed: $250,000 $262,000<br />
Other $2,000 $6,000<br />
o -9.22<br />
o 2.33<br />
o -0.53<br />
o -2.88<br />
o 10.39<br />
Question 6. 6. (TCO 5) A company wants to forecast demand using the weighted moving average. If the company<br />
uses three prior yearly sales values (i.e., year 2011 = 160, year 2012 = 140, and year 2013 = 170), and we want to<br />
weight year 2011 at 30%, year 2012 at 30%, and year 2013 at 40%, which of the following is the weighted moving<br />
average forecast for year 2014?<br />
o 170<br />
o 168<br />
o 158<br />
o 152<br />
o 146<br />
Question 7. 7. (TCO 5) If demand for product "A" were forecast at 1,000,000 units for the coming year and your<br />
factory has one machine capable of producing 75,000 units per month, how much of product "A" might you plan to<br />
acquire through outsourcing?<br />
o 500<br />
o 10,000<br />
o 100,000<br />
o 200,000<br />
o 600<br />
Question 8. 8. (TCO 3) You have been called in as a consultant to set up a Kanban control system. The first thing<br />
to do is to determine the number of Kanban card sets needed. Your research shows that the expected demand during<br />
lead time for a particular component is 150 per hour. You estimate the safety stock should be set at 25% of the demand
during lead time. The tote trays used as containers can hold eight units of stock and the lead time it takes to replenish<br />
an order is 2 hours. Which of the following is the number of Kanban card sets necessary to support this situation?<br />
o 42<br />
o 47<br />
o 68<br />
o 89<br />
o 94<br />
Question 9. 9. (TCO 7) Using the cut-and-try method for aggregate operations planning, we can determine the<br />
production requirement in units of product. If the beginning inventory is 100 units, the demand forecast is 1,200, and<br />
the necessary safety stock is 20% of the demand forecast, which of the following is the production requirement?<br />
o 1,200<br />
o 1,300<br />
o 1,340<br />
o 1,500<br />
o 1,540<br />
Question 10. 10. (TCO 8) If annual demand is 6,125 units, annual holding cost is $5 per unit, and setup cost per<br />
order is $50, which of the following is the EOQ lot size?<br />
o 350<br />
o 247<br />
o 23<br />
o 185<br />
o 78<br />
Question 1. 1. (TCOs 1, 2, and 5) Discuss the role of efficiency and effectiveness in the creation of value. (Points<br />
: 30) .<br />
Question 2. 2. (TCOs 3, 5, and 6) Describe the relationship between capacity utilization and quality in a service<br />
operation. (Points : 30)<br />
Question 3. 3. (TCOs 4, 6, and 7) Describe the aggregate sales and operations planning process. (Points : 30)