Production runs can be scheduled in A. only one shift B. always two shifts C. one or two shifts D. up to three shifts
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1. Production runs can be scheduled
in A. only one shift B. always two shifts C. one or two shifts D. up to three shifts Up to twice the production line’s First Shift Capacity can be scheduled for each individual product. Production runs that exceed the First Shift Capacity result in either Overtime and/or a Second Shift, depending on the Worker Complement. |
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2. Hiring the Needed Complement will
always eliminate A. Overtime B. worker layoffs C. a Second Shift D. strikes Hiring the Needed Complement eliminates all Overtime. The Second Shift workers are paid the same as workers on Overtime, however, Second Shift workers are more efficient and do not seek work elsewhere, therefore reducing turnover. |
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3. Management should strive to A. increase Turnover B. decrease Turnover Lowering Turnover reduces Recruitment costs. |
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4. Increasing Capacity tends to A. reduce the Needed Complement B. reduce the number of workers on Second Shift C. reduce Overtime Increasing Capacity tends to reduce the number of workers on the Second Shift. As an example, a production order of 1,200 units on a line with a Capacity of 800 units (numbers in thousands) will require 400 units to be produced by the Second Shift. Increasing Capacity to a total of 1,000 units will result in 1,000 units manufactured by First Shift labor, and only 200 units produced by more expensive Second Shift labor. |
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5. Increasing Training Hours tends to
A. increase the Needed Complement B. decrease the Needed Complement C. neither increase nor decrease the Needed Complement D. both increase and decrease the Needed Complement In the short term, increasing Training Hours will increase the Needed Complement– Workers are taken off the production line and put in the classroom. However, as time goes on, investing in Training Hours increases worker productivity, and therefore tends to decreases the Needed Complement. |
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6. Recruiting Costs are incurred when
A. Automation levels increase B. Production runs increase and teams match hiring to Needed Complement C. workers are assigned to a Second Shift Increasing production and then matching the Needed Complement will result in new hires, and therefore increase Recruiting Costs. |
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7. Assuming the Productivity Index is
greater than 100%, adding Overtime will A. increase the Productivity Index B. decrease the Productivity Index While the Productivity Index can never fall below 100%, it is possible for teams to increase the Index by investing in a higher quality of worker (Recruiting Spend) and in education (Training Hours). However, scheduling Overtime will decrease the Index because workers will become tired and disgruntled. |
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8. Worker training is entered by the A. Hour B. Dollar Hours are entered on the HR Screen. Training costs $20.00 per hour per worker. |
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9. Teams can eliminate all Recruiting
Costs if they wish A. True B. False Teams can choose to enter 0 in the Recruiting Spend cell on the Human Resources screen, however that number is in addition to a base Recruiting Cost of $1,000 per worker. A Recruiting Spend entry facilitates recruiting a better quality of worker. |
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10.
Generally, Separation Costs will be incurred when A. Production levels increase B. Automation Levels increase C. Production Levels decrease D. Production levels decrease and / or Automation levels increase The Needed Complement is determined by a combination of: a) the number of units ordered into production; and b) the Automation level of the assembly lines. Decreasing the number of units produced from one year to the next will decrease the Needed Complement. Similarly, increases in Automation will decrease the Needed Complement. If teams adjust the This Year cell to match the Needed Complement, Separation Costs will be incurred. 1. Investing in the same TQM Initiative round after round will create A. ever increasing returns B. diminishing returns C. the same amount of return With sufficient investment, initiatives will improve processes and quality to the greatest extent possible, however, each initiative will reach a point where no further improvement is possible, therefore the investments create no additional returns. 2. According to the S-Shaped curve, diminishing returns for a single year budget become noticeable at A. $1,000,000 B. $1,500,000 C. $2,000,000 The S-Shaped curve predicts return on investment. Depending on the slope of the curve, the return on investment can be small or large. For example, suppose a project is budgeted at $500,000. This project might go through a planning stage that produces a set of recommendations, but there is no money left to implement the recommendations. At $1,000,000, sufficient funds are available to plan, and begin implementing the recommendations. At $1,500,000, the budget is sufficient to plan and put in place most of the recommendations. At $2,000,000, all of the recommendations have been implemented, and additional money beyond that level has little or no effect. 3. If a company with low automation wanted to invest in a single area that exclusively lowers labor costs, they would select: A. QIT (Quality Initiative Training) B. Concurrent Engineering C. Vendor/JIT (Just in Time [Inventory]) The TQM area allows teams with an established strategy to invest in areas which will benefit them the most. For example, if a team formulates a strategy that sacrifices labor cost so it can complete R&D projects faster, it would want to invest in QIT, which reduces labor costs. 4. The exact outcome of TQM efforts appear on the TQM Report, and as bar charts on the TQM spreadsheet. These results are for A. the previous round only B. the upcoming round only C. cumulative for the previous and all remaining rounds (assuming no additional investment is made) TQM investments take effect the year they are made, and are cumulative, paying off year after year. 5. The TQM report can be accessed from A. The Capstone(r) Courier B. The Decisions menu. The TQM information appears on the last page of the Capstone Courier. |
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