1) The objective of a human resource strategy is to
A: produce the demand forecast at lowest labor cost
B: match employment levels with demand
C: achieve a reasonable quality of work life at low cost
D: manage labor and design jobs so people are effectively and efficiently utilized.
E: all of the above
2) The Toyota Production System suggest when specifying work ask all the following except
A: How do you know if you are producing defect-free output?
B: How do you do this?
C: What do you do if you have a problem?
D: How do you know if you´re doing the process correctly?
E:Why are you doing this work: how much value does your process contribute?
3) The time interval necessary to either manufacture or purchase an item is its __________
A: time fence
B: lead time
C: safety time
D: time bucket
E: receipt time
4) Which of the following most closely describes dependent demand?
A: demand generated by suppliers
B: demand that is seasonal
C: demand derived from using finished products
D: demand estimates using regression analysis
E: demand for repair parts
5) In “The Goal” by Eliyahu Goldratt, the plant manager found that his robots did not add much to productivity because they:
A: broke down too often
B: took too much floor space
C: weren´t addressing the constraint
D: hurt employee morale
E: took too long to amortize
6) Do a Lean waste analysis on “The Goal” and create a waste elimination plan.
-List the seven forms of waste.
-List items in The Goal by waste form.
-Determine what could be done to reduce each waste form.
7) Explain what Logos, Ethos and Pathos are and their relevance to being understood. Also discuss their preferred order of use. Construct an example following this model.
-Define Logos, Ethos and Pathos
-Discuss their preferred order of use (and why)
-Discuss what is needed to be “understood”
-Discuss impact of Logos, Ethos and Pathos on being understood
-Example explaining how Logos, Ethos and Pathos impact the level of “being understood”.
8) Explain how “sharpen the saw” is applied in the Toyota Production System
-Describe “sharpen the saw” (objectives, process, outcomes)
-Describe elements of the Toyota Production System (objective, process, outcomes)
-Describe how sharpen the saw is applied in the Toyota Production System (objectives, process, outcomes)
9) Analytical questions. Each question requires clear development of the logic and/or mathematics that lead to the answer. A correct answer with no supporting material may be counted as incorrect.
Given the following data:
Item Usage per parent Lead time (weeks)
J – 1
K 4 3
L 2 2
M 4 3
N 2 2
O 1 1
The end product J is made from components K, and L. K is made from M, N, and O.
a) draw the product structure and note both the usage and the lead time for each item
b) what is the replenishment lead time for J, assuming there are no inventories?
c) calculate the gross requirements (don´t worry about lead times) for each of the components if the company plans to build 10 of its J model. Assume that there are no beginning inventories.
Item Gross Requirements
d) calculate the gross requirements for each of the components if the company plans to build 10 of its J model if you have these inventories: 20 K and 80 M (again, don´t worry about lead times).
Item Gross Requirements Beginning inventory
e) What is the replenishment lead time if the company plans to build 10 of its J model, assuming the beginning inventories given in (d) above? This is for a SINGLE order of 10.
10) Discuss how Covey´s “stewardship” supports the five (5) components of job design.
-Explain stewardship (objective, process, outcomes)
-Explain components of job design (define, list objectives of each)
– Discuss how stewardship supports the components of job design.
11) A crew of mechanics at the Highway Department garage repair vehicles that break down at an average of ? = 7.5 vehicles per day (approximately Poisson in nature). The mechanic crew can service an average of ? = 10 vehicles per day with a repair time distribution that approximates an exponential distribution.
a. What is the utilization rate for this service system?
b. What is the average time before the facility can return a breakdown to service?
c. How much of that time is spent waiting for service?
d. How many vehicles are likely to be in the system at any one time?