"-"

m
SampleTest
Production Activity Control
"'-'"
APICSTM American Production and Inventory Control Society
APICS CPIM CERTIFICA TION PROGRAM SAMPLE TESTS
A sample test for six modules of the APICS certified in production and inventory
management (CPIM) examination program is available from society headquarters. Each
test is made up of questions that have been retired from previous exams. Each of the
tests includes a sampling of questions covering the APICS body of knowledge and
displays the various test question formats used in the exams. The questions were
selected by the individual Curricula and Certification Council committees. Each test
includes text references with specific page numbers for study and is accompanied by an
answer key.
To arder copies of the APICS CPIM program sample tests, contact the APICS Customer
Service Department, 500West Annandale Road, Falls Church, Virginia, 22046-4274, or call
800-444-2742.
'----
The sample tests are:
Inventory Management (Order #09201)
Production Activity Control (Order #09203)
Master Planning (Order #09204)
Just-in-Time (Order #09207)
Material and Capacity Requirements Planning (Order #09208)
Systems and Technologies (Order #09202)
Complete Sample Test Set (Order #09206)
Copyright 1991 by the American Production and Inventory Control Society, Inc. No
portion of this document may be reproduced under any circumstances.
"-----
Stock No. 09203, 8/93
-3- 3NPIPPA
Production Activity Control Examination Sample Test
The purpose of this sample test is to provide you with examples of the types of questions that
you will see when you take the Produclion AClivily Conlrol examination and to identify
reference materials that will help you prepare for the examination. The 60 questions in this
test were taken from recent examinations and were selected to be representative of the
content, statistical difficulty, and question format of the actual Production Activity Control
examination. This test reflects the status of the Produclion Activity Control examination
and the references available at the time of publication. The official references are listed in
the CPIM Study Guide, which is published annualIy.
Content
Each APICS examination is developed fram test specifications that have been provided by
the APICS Curricula and Certification Couneil Committee. For a complete listing of the
tapies included in the Production Activily Control examination, you should eonsult the
CPIM Study Guide. Test questions are developed by members of APICS and are approved
for use by the Production Aetivity Control Committee. The questions in this sample test were
seleeted with a distribution of content topies similar to that of the full 1O0-question
examination.
"-.-.
Difficulty
The questions in this sample test were also seleeted to demonstrate the variety of diffieulty
that exists in the full 1O0-question test. Some questions are easier than others, but no
examinee will find them all easy. Therefore, the seleeted samples are representative of the
various difficulty levels in the actual examination as demonstrated by the percentage of the
eandidate group that answered them eorreetly.
Question Format
The need to ask questions about specifie topie areas contributes to the selection of format for
a particular question. In some cases, the standard four-choice question is inappropriate for
the information being tested. It is to your advantage to become familiar with the different
formats included in this sample test.
Using This Sample Test
'---'
This sample test is eomposed of 60 sample questions pertaining to Produetion Aetivity
Control. They will give you the opportunity to praetice in preparation for taking the actual
examination, which may help you increase your confidence. However, success on these
questions wilI NOT guarantee success on the actual certification examination. People
perform differently in different situations. In a standard administration in a regular test
center with the full 100 questions, you may correctly answer approximately the same
percentage of questions as you do in the sample test. However, you may also score higher or
lower.
Using the References Provided
The references cited for the questions were identified because they discuss the topic areas
covered by the questions. However, the exact answer to a question may or may not be
included in the text of that reference. In many cases, the question requires you to apply the
.
JiU-H-' r~
-4-
eoneepts diseussed in the referenee rather than merely to know them. Therefore, in
preparation for the examination, you should go beyond memorization of facts. You may be
asked to ealeulate a particular amount, to analyze a situation, to solve a problem, or [O
evaluate a set of eireumstances. However, no matter what the particular task in the question
is, the referenees(s) cited wiIl provide the basic information.
Preparing for the Production Activity Control Examination
Be sure to review the CPIM Study Guide frequently and thoroughly. Review the diseussion
of the seope of the examination and the content outline. Read as many of the reference
materials as you feel you need to in order to cover the topies listed on the content outline. It
is extremely unwise to limit your study to only the topies found in this sample test.
General Suggestions for Taking the Actual Examination
--
Use your time wisely. Do not spend too mueh time on one question if that will prevent you
from attempting to answer others. Every question has the same weight. Answer the
questions of which you are sure first. Then, if you have time, go back to the ones that you
found more difficult. Read eaeh question earefully and thoroughly. Be sure you know
exaetIy what is being asked. Review all the choices given before making your selection.
Pay attention to the format of the question. Watch for negatively worded questions that
include the words EXCEPT, LEAST, or NOT. For these, you need to identify the exception
fcom the four choices presented.
Because scores on the APICS examinations are based on the number of correct answers and
there is no penalty for incorrect answers, you should guess even if you are unsure of the
answer. It is particularly useful to eliminate any choices you are certain are incorrect and
then make your selection from the choices remaining.
' '
Sample Directions
3NPIPP A
These directions are located on the back cover of the test book. YOUshould be familiar with all of these
before the start of the examination.
American Production and Inventory Control Society
PRODUCTION ACTIVITY CONTROL EXAMINATION
General Instructions
1. You will be given 3 hours to work on this test, which consists of 100 multiple-choice questions.
2. Your score is based on the number of questions you answer correctly. You are advised to use your time effectively and
mark the best answer you can to every question, even if you are not sure of the answer you mark. However, do
not waste your time on questions that are too difficult for you. Go on to other questions and come back to the
difficult ones later if you can.
3. You may make any preliminary notes or calculations you wish to in the test book.
4. y ou are to indicate your answers to all questions on the separate answer sheet enclosed. No credit will be given for anything
written in mis examination book. The answer spaces are lettered to correspond wim me letters of me suggested answers to
the questions in mis book. After you have decided which of me suggested answers is correct, fill in me corresponding space
on the answer sheet. Be sure that each mark is dark and completely fills me answer space.
'--
5. Mark only one answer for each question. If more than one answer space is marked for a question, the answer will
be counted as wrong. If you change an answer, be sure mat me previous mark is erased completely.
Example 1:
The capital of me United States is
(A) Ottawa, ONT
(B) Washington, DC
(C) New York, NY
(D) Los Angeles, CA
Example 11:
True statements about Peru include which of the
following?
I. It is on a peninsula.
TI. Part of its shoreline runs along me Atlantic Ocean.
III. Its capital is Lima.
(A) I only
(B) III only
(C) I and TIonly
(D) 1, TI, and III
Sample Answer
CD_CD0
Sample Answer
<D_CDQ)
'-"
Example III:
All of the following are European nations EXCEPT
(A) France
(B) Germany
(C) India
(D) ltaly
Sample Answer
Q)CD-0
DO NOT BREAK THE SEAL UNTIL YOU ARE TOLD TO DO SO.
TillS TEST BOOK MUST NOT BE TAKEN FROM THE ROOM.
---~- - ~
~~
-7- 3NPIPPA
PRODUCTION ACTIVITY CONTROL
Directions' Each of the questions or incomplete statements below is followed by four suggested answers
or completions. Select the one that is best in each case and then darken the corresponding space on the
answer sheet.
"-
1. The main objective of line balancing in an
assembly operation is to
(A) provide maximum mobility of operators
between assembly lines
(B) minimize the total number of parts
required for each assembly line
(C) develop work standards for cost-
estimating 'purposes
(D) distribute the work lOmaximize line
output
2. Increased supplier lead times prompt the
customer to
(A) carry smaller safety stocks
(B) carry larger safety stocks
(C) release fewer orders to the suppliers
(D) do less expediting with the supplier
3. The accuracy of inventory stock status
information is most important in
determining whether
(A) inventory in staging areas must be
fenced in
(B) computerized material-availability tests
can replace physical staging
(C) subassemblies can bypass the storerooms
on their way to final assembly
(D) the space required lOstage material is
adequate
'-
4. If a job shop automates its tool-changing
process to reduce setup times, the change
will result in an increase in which of the
following?
(A) Annual number of shop orders
(B) Queue
(C) Lead time
(D) Lot size
5. When Pareto's Law (80-20 rule) is used to
reduce lead time, which of the following
elements should be addressed first?
(A) Move time
(B) Queue time
(C) Setup time
(D) Run time
6. A critical ratio of 0.75 means which of the
following?
(A) Job is ahead of schedule by 25%.
(B) Job is ahead of schedule by 75%.
(C) Job is behind schedule by 25%.
(D) Job is behind schedule by 75%.
7. When expediting purchased parts that are
needed from the supplier before the original
due date, a buyer should first try to do
which of the following?
(A) Buy all the parts from an alternate source
(B) Offer to de-expedite another part that is
needed later than the original due date
(C) Offer to paya premium
(D) Increase safety lead time by one week
8. Shop floor reporting requires which of the
following data?
(A) Planned orders
(B) Inventory balances
(C) Defined work centers
(D) Lead time offsets
00 ON TO THE NEXT PAOE.
3NPIPPA
9. Quantity =100 pieces
10 Saw
20 Face
30 Turn
40 Dril!
50 Grind
Queue
~
1
2
2
2
2
CycIe Time
per Piece
-LBJlJlli.l
.1
.1
.5
.3
.4
Setup
il:!Q.u.ill
2
2
5
2
1
A one-shift operation, 8 hours/day with 100%
efficiency should be assumed.
If the order in the job shop described above
starts on the beginning of day 1, when would
it be finished?
(A) Day 20
(B) Day 23
(C) Day 28
(D) Day 30
~
"'-'"
-8-
10. Which of the following is the fastest way to
increase shop capacity?
(A) Subcontracting
(B) Scheduling overtime
(C) Adding a second or third shift
(D) Increasing lot sizes
11. If a plant adds a second shift with capacity
and efficiency equal LOthat of the first shift
and input remains constant, which of the
following statements are true?
1.Planned queue times should be adjusted
downward.
11.Lead time through the shop is reduced.
111. Planned setup and run times should be
reduced.
(A) 1and 11only
(B) 1 and III only
(C) II and III only
(D) 1, 11, and III
GO ON TO THE NEXT PAGE.
-9-
3NPIPPA
Ollestions 12-13 refer lOthe following diagram. Assemb1y A consists of a number of parts and
sllbassemblies as indicated. The totallead time, with no invenlOry on hand or in process, is fixed at
8 periods,
'
4 8 3 2 s 6 7
12. Ir the current date is the beginning of Period 1 and the customer request date is Period 10, the latest
re1ease of Parts D and 2 must occur
(A) in Periods l and 2, respectively
(B) in Periods 2 and 3, respectively
(C) in Periods 3 and 4, respectively
(D) after Period 4
13. If the current date is the beginning of Period 4, scheduling Assembly A for the earliest completion
date is an example of
(A) forward scheduling
(B) backward scheduling
(C) block scheduling
(D) critical ratio scheduling
"'--"
14. Effective shop floor controls can improve
customer service in which of the following
ways?
" 1.By reducing production lead time
n. By replenishing stock orders on schedule
m. By improving parts availability
(A) 1 only
(B) l and III only
(C) n and III on1y
(D) l, n, and III
15. lnventory shrinkage has occurred when
physical invenlOry dollar s are less than
book invenlOry dollars. What is the effect
of inventory shrinkage on a company's
profit and loss statement?
(A) Decrease in the cost of goods
manufactured
(B) lncrease in invenlOry dollars
(C) Decrease in sales dollars
(D) Decrease in profits
GO ON TO THE NEXT PAGE.
2 I B
3
4 A
e
s
D
j~t'U't' A
16. Shop capacity is NOT directly affected by
(A) released orders
(B) absenteeism
(C) the number of working shifts
(O) operator efficiency
17. A Work Center Where-Used report is helpful
for which of the following?
I. Solving an imbalance between input and
output
n. Rerouting material that contributes to an
overload
III. Oetermining upper level or end item
usage within the bill of material
IV. Establishing low level codes for the part
master records
(A) I only
(B) I and II only
(C) II and III only
(O) III and IV only
"--"
18. An effective way to reduce sequencing or
priority problems is to
(A) reduce the amount of work in process
on the floor
(B) have more factory supervision
(C) issue a daily dispatch list
(O) increase lead times
19. Under the group technology concept, which
of the following is true?
(A) Like machines should be grouped in
clusters.
(B) Machines should be grouped lOproduce
parts of similar formo
(C) Tape controlled machines are required.
(D) Manufacturing departments should be
laid out according lOfunction.
20. All of the following are requirements for
shop order release EXCEPT
(A) component availability
(B) required date
(C) dispatch list
(O) tooling availability
'--""
21. A production feedback system reports all of
the following EXCEPT
(A) operation start
(B) order completion
(C) moves
(O) material allocations
-10-
22. When required capacity exceeds
demonstrated capacity for a work center,
the dispatcher can do which of the
following?
I. Use alternate routing.
n. Shift work assignments.
III. Increase number of workers.
IV.Add machines.
(A) I and II only
(B) II and IV only
(C) III and IV only
(D) I, II, and IV only
23. Which of the following are functions of a
supplier. scheduler?
I. Selecting suppliers
n. Negotiating prices with suppliers
III. Releasing orders to suppliers
IV.Expediting suppliers' orders
(A) I and II only
(B) III and IV only
(C) 1, II, and III only
(O) I, II, III, and IV
24. Which of the following are among the
characteristics of flow control scheduling?
I. Measuring movement past control points
n. Knowing capacities and planned rates
III. Matching work in process to specific
customers
(A) I and II only
(B) I and III only
(C) II and III only
(D) I, II, and III
25. If it is assumed that material, labor, and
overhead costs remain constant and that
purchased and raw material are available,
what is the effect on inventory dollars of a
reduction in the planned and actual shop
lead times on manufactured parts?
(A) Inventory dollars decrease.
(B) Inventory dollars increase.
(C) Inventory dollars do not change.
(O) The effect on invenlOry dollars cannot
be predicted.
GO ON TO THE NEXT PAGE.
~
x.
"--"
Ouestions 26-28 refer to the following
information about Work Center 1170.
Week
WORK CENTER 1170
1.5..3. l.5A 122 li6. lil
Actual Input
Actual Output
240 120 200 150 190
190 200 200 200 210
~ All figures are in standard hours.
26. Problems illustrated in the input/output
control chart above inc1ude which of the
following?
1.Lead time inflation
n. Erratic input
III. Inability to plan and control output rates
(A) 1 only
(B) II only
(C) II and III only
(D) 1, 1I, and III
27. What is the change in the work center's
backlog, in standard hours, from week 153
through 157?
(A) Minus 50
(B) Minus 100
(C) Plus 50
(D) -Plus 100
28. What planned uniform input rate in the
partially completed input/output control
chart will yield a cumulative deviation of
input equal to zero (O)?
, (A) 180
(B) 190
(C) 200
(D) 210
29. In a production control system designed for
a JIT job shop environment, the priority
control function is best accomplished
through the use of
(A) a Master Production Schedule
(B) a move card
(C) a material issue card
(D) an input/output control report
-11- 3NPIPPA
30. Which of the following factors most affects
the actual queue time of a job at a work
cen ter?
(A) The size of the queue
(B) The lot size of the job
(C) The priority of the job
(D) The utilization of the work center
31. Time remaining (excluding behind schedule)
Work remaining
Which of the following statements are true
about the simplified priority rule above?
1.The smaller the fraction, the higher the
priority.
n. Work remaining can stay constant from
day to day.
III. Time remaining can stay constant from
day lo day.
(A) 1 and II only
(B) 1 and III only
(C) II and III only
(D) 1, 1I, and III
x.
32. When allocated on the basis of historical
direct labor hours, overhead will be properly
absorbed if which of the following is true?
(A) Total volume increases.
(B) Total volume decreases.
> (C) Total volume remains unchanged.
(D) Fixed costs decrease.
33. Characteristics of repetitive manufacturing
facilities inc1ude which of the following?
1.Use of schedules instead of job orders
n. Minimal number of transactions
III. Work in process inventory reHef by
post-deduc t
(A) 1 only
(B) III only
(C) II and III only
(D) 1, II, and III
34. A manufacturing company should use block
scheduling when which of the following
is true?
(A) Precise start and finish dates are
required.
(B) Long lead times are acceptable.
(C) Insufficient data exists for operations
time scheduling.
(D) Critical ratio priorities are used for
dispatching.
00 ON TO THE NEXT PAOE.
~
"-'
-',"liT ,\
'< 35. All of the following reports of shop floor
activity represent valid transactions
EXCEPT
(A) end of shift report
(B) team activity report
(q change to a planned order
(D) request for tool assistance
36. Which of the following are functions of
Production Activity Control?
1. Scheduling order due dates
V' n. Scheduling work centers
" III. Setting priorities for manufacturing
orders
(A) 1 and Il only
(B) 1 and III only
, (q II and III only
(D) 1, Il, and III
Ouestions 37-38 are based on the following.
An order for 100 pieces is running at Operation 1.
37. Twenty pieces have been reported as
completed and moved to Operation 2. The
dispatch list generated at this point in time
shows how many hours remaining for
Operation 1?
(A) 4
(B) 20
(q 21
(D) 25
-L~-
38. If 20 pieces of an order for 100 pieces are
scrapped at Operation 1, how many standard
hours of work will be required at Operation 2?
(A) 4
(B) 5
(C) 6
(D) 7
39. Which of the following files would contain
data on movement of released orders?
(A) Part master
(B) Routing
(q Work center
(D) Open order
40. Labor reporting accuracy may be improved
by all of the following EXCEPT
(A) checking to see that the person who
clocked on the job also c1ocked off
the job
(B) checking to see that the quantity
reported finished is not greater than
the quantity reported finished on
previous operations
(q collecting alllabor tickets at the end of
the week
(D) having prepunched labor tickets showing
work order number, part number, and
operation number
41. Network analysis (PERT/CPM) is a
scheduling technique used primarily in
(A) job shops where many alternate
routings are possible
(B) continuous process companies using
flow control
(q companies working on projects that
have fairly well defined beginnings
and endings
(D) companies using computer aided
manufacturing (CAM) applications
GO ON TO THE NEXT PAGE.
I
i
I
ROUTING
Run
Operation Setup (standard hours
Number (standard hours) per piece)
1 1.0 .25
2 2.0 .05
~
' J
1

I
,
\.
-13-
Ouestions 42-43 refer lOthe following schedule of a two operation job.
42. It can be concluded from Situation B on the schedule that
(A) Operation lQ is not a setup operation if Operation 20 is a run operation
(B) total job duration has been increa sed due to operation overiap
(C) the percentage of operation overlap is different from that in Situation D
(D) it is impossible tOoverlap Operation 10 with Operation 20
3NPIPPA
Situation
(6)
@
@
@
43. Based on the schedule, accurate conclusions include which of the folJowing?
1.Increasing the number of shifts has greater impact on overalJ lead time than overlapping
operations.
n. Increasing the number of shifts has less impact on overalllead time than overiapping operations.
III. The combination of overlapping operations and increasing the number of shifts will result in the
shortest overalllead time.
(A) 1 only
(B) II only
(C) 1 and III only
(D) II and III only
x
44. Throughput is generalJy a function of which
of the following?
1.Machine utilization
n. Labor rates
III. Labor efficiency
. (A) 1 only
-(B) 1 and III only
(C) II and III only
(D) 1, Il, and III
x; 45. The most significant factor affecting the
difference between planned lead time and
actual lead time for a specific order or
batch in a shop is
(A) priority
(B) capacity
. (C) queues
(D) component availability
GO ON TO THE NEXT PAGE.
o
Number Schedule Days
of
Scheduling
'
,
Condition
'
1 I 2
Shifts
'
3 4 5 6 7 X 9 10 11 12 o
"
1 Standard
10
20
I
I
Overlap
10
20
2 Standard
10
I
20
2
OverIap
10
I I
20
3NPIPP A
46. Which of the following are reasons for
purchasing outside capacity?
1.It cuts down on training costs for new
employees.
n. It permits increased output with no
additional capital investment.
In. Ir reduces overtime.
(A) 1 and n only
(B) 1 and III only
(C) II and III only
(D) 1, n, and III
47. A plant treats a supplier most similarly to
an inside work center when which of the
following is true about outside purchases?
(A) They are made for completed
components.
(B) They are made at a present standard
cost.
(C) They are handled by buying capacity.
(D) They are competitively quoted.
'---'
48. After Material Requirements Planning has
been run, which of the following is the
normal sequence of the items below?
1.Order release
n. Dispatch list
In. Material availability checking
IV. MRP order action report
(A) 1, n, III, IV
(B) II, III, IV, 1
(C) III, IV, n, 1
(D) IV, III, I! II
Onestions 49-50 are based on the following
information about an employee.
Hours in attendance
Direct hours on production
Standard hours per piece
Pieces produced
10
8
1
10
'-'
49. What is the efficiency percentage for this
employee?
(A) 80%
(B) 100%
(C) 125%
(D) 133%
50. What is the utilization percentage for this
employee?
(A) 80%
(B) 100%
(C) 125%
(D) 133%
-14-
51. Which of the following conditions would be
conducive to lot splitting?
1.An operator is able to run multiple
machines at the same time.
n. The product lead time is short.
In. Idle duplicate equipment is available.
IV.A high ratio of run time to setup time
exists.
(A) 1 only
(B) III onl y
(C) II and IV only
(D) 1, III, and IV only
52. In Plant X, flow of purchased parts is from
receipt at dock to receiving/inspection to
receipt at stores. In the MRP system,
inventory on hand is increased when
material is received at stores. Which of the
following statements are true about this
situation?
1.A supplier delivery performance
measurement should be based on actual
receipts at dock versus schedule.
n. Purchase orders should be closed when
all parts are recei ved at stores.
In. A resource constraint cou1d cause parts
to be received at the dock but not into
stores on schedule.
(A) 1 and n only
(B) 1 and III only
(C) n and III only
(D)I, n, and III
>( 53. If an order's scrap exceeds its scrap rate, all
of the following are like1y to occur EXCEPT:
(A) The next order will be rescheduled to
an earlier date.
(B) Run time for the order will be less than
the p1anned run time.
(C) Capacity requirements will change.
(D) Actual setup time for the order will be
less than planned setup time.
54. The planned input to a work center for an
input/output control repon is derived from
which of the following?
1.The planned orders
n. The released orders
In. The existing work center actual input
(A) 1 only
(B) 1 and n only
(C) n and III only
(D) 1, n, and III
GO ON TO THE NEXT PAGE.
.
55.
Shifts/Day
Machine Hours/Shift
Labor Hours/Shift
Efficiency
Utilization
2
32
24
90%
80%
Assuming the above work is labor
constrained, the effective daily capacity
expressed in standard hours of output is
(A) 17
(B) 35
(C) 43
(D) 46
'---
56. A standard cost can be used for which of the
following?
. 1.Measuring manufacturing performance
- n. ABCinventory value analysis
. III. Product cost buildup
(A) I and n only
(B) I and III only
(C) n and III only
(D) 1, n, and III
57. In a job shop, work in process inventory can
be reduced by doing which of the following?
1.Using lot-for-Iot quantities
n. Minimizing setup time
III. Improving material movement
(A) I and n only
(B) I and III only
(C) n and III only
(D) 1, n, and III
'-"
STOP
-15- 3NPIPPA
58. Which of the following statements about
finite capacity loading are true?
1.It requires checking whether capacity is
available in the time period required.
n. It is a more detailed process than infinite
capacity loading.
III. It requires recalculating loads when the
schedule is missed.
IV. It requires the ability lo determine
priorities when loading jobs.
(A) I and n only
(B) III and IV only
(C) n, III, and IV only
(D) 1, n, III, and IV
59. When the stockroom issues parts for a
planned assembly, reduction includes which
of the following?
1.On hand
n. Allocation
III. On order
(A) I only
(B) I and n only
(C) II and III only
(D) 1, n, and III
60. Production Activity Control is as critical in
a make-to-stock company as it is in a make-
lO-order company for which of the following
reasons?
(A) Finished goods invenlory acts as a
cushion between the end of production
and the customers for both types of
companies.
(B) Both types of companies require control
of the rate of progress of a product
through the manufacturing process.
(C) The progress of an order through
manufacturing is as predictable in a
make-to-stock company as in a make-
to-order company.
(D) A make-to-stock company must develop
a safety stock in order to meet-
unexpected customer demando
IF YOU FINISH BEFORE TIME IS CALLED, YOU MAY GO BACK AND CHECK YOUR WORK OR
ANSWER QUESTIONS YOU MAY RAVE OMITTED.
j\H'H'l-'A
-1D-
Note: The first referenee lOa text includes all neeessary publishing information; subsequem
referenees inelude on1y author's 1ast name, book title, applicab1e edition, and chapters.
Item Number Key
Reference
D G. W. P1oss1,Produclion and InvenlOry Control: PrincipIes and
Techniques 2d ed., (Englewood Cliffs, NJ: Prentice-Hall, 1985),
Chapter 10.
J. H. B1ackstone, Capacity Management (Cincinnati, OH: South-Western
Publishing Company, 1989), Chapter 10.
D. W. Fogarty, J. H. B1ackSlOne,and T. R. Hoffmann, Production and
lnventory Management (Cineinnati, OH: South-Western Publishing
Company, 1991), Chapter 17.
2
B P1oss1,Production and lnventory Control 2d ed., Chapters 8 and 11.
R. L. Harmon and L. D. Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacturng Today (New York: The Free Press,
1990), Chapter 8.
"-./
C. J. MeNair, W. Moseoni, and T. Norris, Beyond the Botlom Une:
Measuring World Class Performance (Homewood, IL: Dow Jones-Irwin,
1989), Chapter 3.
3
B Harmon and Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacturing Today, Chapter 6.
4 A Harmon and Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacturing Today, Chapter 5.
5
B P1oss1,Production and InvenlOry Control 2d ed., Chapter 9.
T. E. Vollmann, W. L. Berry, and D. L. Whybark, Manufacturing
Planning and Control Systems 3d ed., (Homewood, IL: Dow Jones-Irwin,
1992), Chapter 5.
B1aekstone, Capacity Management, Chapter 5.
6 C Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 5.
B1ackstone, Capacity Management, Chapter 7.
' 1
Fogarty, B1ackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
7 B MeNair, Moseoni, and Norris, Beyond the BotlOmUne: Measuring
World Class Performance, Chapter 3.
,
I
.1
11 A
12 c
'-J
13 A
14 D
15 D
'-'
16 A
-17- 3NPIPPA
Reference
Fogarty, Blackstone, and Hoffmann, Production and lnvenwry
Management, Chapter 14.
Fogarty, Blackstone, and Hoffmann, Production and lnventory
Management, Chapter 14.
Plossl, Production and lnvenwry Control2d ed., Chapter 11.
M. M. Umble and M. L. Srikanth, Synchronous Manufacturing
(Cincinnati,OH: South-Westem Publishing Company, 1990), Chapter 7.
Blackstone, Capacity Management, Chapter 1.
Blackstone, Capacity Management, Chapter 5.
Fogarty, Blackstone, and Hoffmann, Production and lnventory
Management, Chapter 14.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 5.
R. .W. Hall, Attaining Manufacturing Excellence (Homewood, IL:
Dow Jones-Irwin, 1987), Chapter 7.
Fogarty, Blackstone, and Hoffmann, Production and lnvenwry
Management, Chapter 14.
Fogarty, Blackstone, and Hoffmann, Production and Invenwry
Management, Chapter 13.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 5.
Hall, Attaining Manufacturing Excellence, Chapter 7.
McNair, Mosconi, and Norris, Beyond the Bottom Une: Measuring
World Class Performance, Chapter 2.
McNair, Mosconi, and Norris, Beyond the Bottom Line: Measuring
World Class Performance, Chapter 6.
Blackstone, Capacity Management, Chapter 5.
Fogarty, Blackstone, and Hoffmann, Production and Invenwry
Management, Chapter 13.
Blackstone, Capacity Management, Chapter 3.
Item Number
Key
8 C
9 C
10 B
3NPIPPA
Item Number
Key
B 17
18 A
19 B
~'
23 B
'-'"
24 A
-18-
Reference
BlackstOne, Capacity Management, Chapter 2.
McNair, Mosconi, and Norris, Beyond the Bottom Line: Measuring
World Class Performance, Chapter 9.
APICS Dictionary 7th ed., (1991).
Plossl, Production and Inventory Control 2d ed., Chapter 11.
Harmon and Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacturing Today, Chapters 5 and 8.
Fogany, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 17.
Harmon and Peterson, Reinventing the FactOry: Productivity
Breakthroughs in Manufacturing Today, Chapters 4 and 5.
McNair, Mosconi, and Norris, Beyond the BottOmLine: Measuring
World Class Performance, Chapter 2.
R. J. Schonberger, World Class Manufacturing: The Lessons of
Simplicity Applied (New York: The Free Press, 1986), Chapter 6.
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Plossl, Production and Inventory Control2d ed., Chapter 11.
Harmon and Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacturing Today, Chapter 8.
Hall, Attaining Manufacturing Excellence, Chapter 8.
APICS Dictionary 7th ed., (1991).
Plossl, Production and 1nventory Control 2d ed., Chapter 11.
Hall, Attaining Manufacturing Excellence, Chapter 7.
Blackstone, Capacity Management, Chapters 4 and 9.
20 C
21 D
22 A
Item Number
25
26
27
"-../
28
29
30
'--/
31
32
Key
A
B
B
A
B
c
A
c
-19- 3NPIPPA
Reference
McNair, Mosconi, and Norris, Beyond the Bottom Une: Measuring
World Class Performance, Chapter 6.
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Blackstone, Capacity Management, Chapter 12.
Plossl, Production and Inventory Control 2d ed., Chapters 10 and 11.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
SysIems 3d ed., Chapter 4.
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Plossl, Production and Inventory Control2d ed., Chapters 10 and 11.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 4.
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Plossl, Production and InvenlOry Control2d ed., Chapters 10 and 11.
Vollmann, Berry, and Whybark, ManufacIuring Planning and Control
Systems 3d ed., Chapter 4.
Fogarty, Blackstone, and Hoffmann, Production and InvenlOry
Management, Chapter 14.
Hall, Attaining Manufacturing Excellence, Chapter 4.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 3. -
Fogarty, Blackstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Blackstone, Capacity Management, Chapter 5.
Blackstone, Capacity Management, Chapter 7.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 5.
McNair, Mosconi, and Norris, Beyond the Bottom Line: Measuring
World Class Performance, Chapter 6.
Blackstone, CapaciIy Management, Chapter 12.
...i
3NPIPPA
Item Number
Key
33 D
34 c
35 c
36 c
" '
41 c
'--'
42 A
43 c
-20-
Reference
Fogarty, Blackstone, and Hoffrnann, Production and lnventory
Management, Chapter 17.
Schonberger, World Class Manufacturing: The Lessons of Simplicity
Applied, Chapter 10.
BlackstOne, Capacity Management, Chapter 1.
Plossl, Production and lnventory Control2d ed., Chapter 10.
Hall, Attaining Manufacturing Excellence, Chapter 7.
Fogarty, Blackstone, and Hoffrnann, Production and Inventory
Management, Chapter 14.
McNair, Mosconi, and Norris, Beyond the Bottom Une: Measuring World
Class Performance, Chapter 10.
APlCS Dictionary 7th ed., (1991).
Fogarty, Blackstone, and Hoffrnann, Production and lnventory
Management, Chapter 14.
Fogarty, Blackstone, and Hoffmann, Production and lnventory
Management, Chapter 14.
Fogarty, Blackstone, and Hoffrnann, Production and lnventory
Management, Chapter 14.
Vollmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 5.
Fogarty, Blackstone, and Hoffrnann, Production and lnventory
Management, Chapter 14.
McNair, Mosconi, and Norris, Beyond the Bottom Une: Measuring World
Class Performance, Chapters 9 and 10.
Plossl, Production and lnventory Control2d ed., Chapter 10.
Fogarty, Blackstone, and Hoffrnann, Production and lnventory
Management, Chapter 16.
Fogarty, Blackstone, and Hoffrnann, Production and lnventory
Management, Chapter 14.
Blackstone, Capacity Management, Chapter 2.
Fogarty, Blackstone, and Hoffrnann, Production and Inventory
Management, Chapter 14.
1/
37 B
38 C
39 D
40 C
Item Number
44
45
46
47
\ ;
48
49
50
51
~
52
Key
B
A
D
c
D
c
A
D
D
-21-
3NPIPPA
Reference
APlCS Dictionary 7th ed., (1991).
Fogarty, Blaekstone, and Hoffmann, Production and Inventory
Management, Chapter 13.
MeNair, Moseoni, and Narris, Beyond the Bottom Une: Measuring World
Class Performance, Chapter 6.
Fogarty, Blaekstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Fogarty, Blaekstone, and Hoffmann, Production and Inventory
Management, Chapter 15.
Blaekstone, Capacity Management, Chapters 3 and 5.
Hall, Attaining Manufacturing Excellence, Chapter 7.
Fogarty, Blaekstone, and Hoffmann, Production and Inventory
Management, Chapters 15 and 17.
Harmon and Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacturing Today, Chapters 8 and 10.
MeNair, Moseoni, and Norris, Beyond the Bottom Une: Measuring
World Class Performance, Chapter 3.
Fogarty, Blaekstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
APlCS Dictionary 7th ed., (1991).
Blaekstone, Capacity Management, Chapter 3.
APlCS Dictionary 7th ed., (1991).
Blaekstone, Capacity Management, Chapter 3.
Fogarty, Blaekstone, and Hoffmann, Production and Inventory
Management, Chapter 14.
Blaekstone, Capacity Management, Chapter 5.
MeNair, Moseoni, and Norris, Beyond the Bottom Une: Measuring
World Class Performance, Chapter 3.
Hall, Attaining Manufacturing Excellence, Chapter S.
3NPIPPA
Item Number
53
54
55
.""-../
56
57
58
59
60
'--'"
Key
D
B
B
D
D
D
B
B
-22-
Reference
Fogarty, Blackstone, and Hoffmann, Production and lnvemory
Management, Chapter 14.
McNair, Mosconi, and Norris, Beyond the Bottom Line: Measuring
World Class Performance, Chapter 10.
Plossl, Production and lnventory Comrol2d ed., Chapter 10.
Fogarty, Blackstone, and Hoffmann, Production and lnvemory
Managemem, Chapter 14.
Blackstone, Capacity Management, Chapter 5.
Fogarty, Blackstone, and Hoffmann, Production and lnventory
Management, Chapter 13.
Blackstone, Capacity Management, Chapter 3.
McNair, Mosconi, and Norris, Beyond the Bottom Une: Measuring World
Class Performance, Chapter 6.
Harmon and Peterson, Reinventing the Factory: Productivity
Breakthroughs in Manufacruring Today, Chapters 6 and 8.
Umble and Srikanth, Synchronous Manufacruring, Chapter 3.
Blackstone, Capacity Managemem, Chapter 5.
Fogarty, Blackstone, and Hoffmann, Production and lnventory
Management, Chapter 13.
VoIlmann, Berry, and Whybark, Manufacturing Planning and Control
Systems 3d ed., Chapter 5.
McNair, Mosconi, and Norris, Beyond the Bottom Une: Measuring World
Class Performance, Chapter 9.
Fogarty, Blackstone, and Hoffmann, Production and lnvemory
Management, Chapter 14.
McNair, Mosconi, and Norris, Beyond he Bottom Une: Measuring World
Class Performance, Chapter 2.
Blackstone, Capacity Management, Chapter 1.