Operations Management Basic Questions! Quiz

In manufacturing, schedules are not often more informalized. This means that manufacturing schedules are typically formalized and structured, rather than being informal or flexible.

The load profile approach is a method that utilizes data similar to the bill of resources but adjusts for lead times. This means that when planning and scheduling resources, the load profile approach takes into account the time it takes for resources to be available. By offsetting the data with the appropriate lead times, the load profile approach provides a more accurate representation of when resources will be needed and ensures that they are allocated efficiently. Therefore, the statement that the load profile approach uses the same sort of data as the bill of resources but offsets by the appropriate lead times is true.

Mixed model scheduling aims to send a repeating sequence of mixed products down the assembly line rather than producing batches of the same product. This approach allows for greater flexibility and efficiency in production, as it enables the assembly line to handle multiple product variants simultaneously. By alternating between different products in a sequence, mixed model scheduling helps to minimize setup time and maximize overall productivity. This approach is particularly useful in industries where there is a high level of product customization or a need for frequent product changes.

A demand time fence is set up after two weeks, and a planning time fence is set up after four weeks. This means that after two weeks, any changes in demand will not be accommodated, and after four weeks, no changes in the production plan will be made. This allows for a certain level of stability in the production process and ensures that there is enough time for planning and execution.

The given statement is false. The push system has not become very popular in managing operations since the advent of JIT methods. In fact, JIT (Just-In-Time) methods emphasize a pull system, where production is based on actual customer demand rather than pushing products into the market. JIT focuses on reducing waste and improving efficiency by producing goods only when they are needed. Therefore, the push system is not popular in managing operations under JIT methods.

The aggregate plan or production plan is considered 'aggregate' because it involves planning for groups or families of products or customers rather than focusing on individual details. This approach allows for a more generalized and high-level planning process, where the overall demand and resources can be balanced without getting into specific product or customer details. It helps in simplifying the planning process and making it more efficient.

The major production schedule or MPS does not integrate more detailed forecasts and customer orders. It is primarily based on the aggregate or production plan, which outlines the overall production goals and resources required. The MPS provides a more detailed breakdown of the production plan, specifying the quantities and timing of individual products to be produced. However, it does not incorporate specific forecasts or customer orders, which are typically addressed in the master production schedule (MPS) or other planning processes. Therefore, the statement is false.

The explanation for the given correct answer (False) is that in the chase plan, resources or capacity rate are not fixed. Instead, they are adjusted based on the demand. This means that if there is excess demand, resources can be increased to meet it, and if there is low demand, resources can be decreased. This allows for a more flexible approach to managing demand and avoids the need for excessive inventory, back orders, or late deliveries.

The principles directly relevant to scheduling and capacity are explained in the given answer. It states that the utilization of a non-bottleneck is determined by some other constraint in the system, not its own capacity. It also emphasizes that utilization and activation are not the same thing. Additionally, it highlights that if an hour is lost at a bottleneck, it is a loss for the entire system. Lastly, it mentions that lead times are the outcome of a schedule and cannot be predetermined.