1. Quality
2. Quantity
3. Place
4. Price
5. Products (right goods and services)
6. Time

"2Q / 3P / 1T"

The objectives of the manufacturing and service industry from the ____ perspective are:

• High levels of customer service
• Efficient use of resources
• Low inventory investment

"3-legged stool"

Meeting the two aspects of quality:

1. Conformance
2. specification

The four performance objectives in meeting ____ are:

1. Speed
2. Quality
3. Flexibility
4. Dependability

of production and distribution requirements.

The 5 performance objectives in meeting ____ are:

1. Speed
2. Quality
3. Flexibility
4. Dependability
5. Cost

The 4 key issues that ____ addresses are:

1. Flow or product (RM, WIP, and FG) to customers
2. Delivery lead time customers are willing to accept
3. Use of production resources
4. Appropriate relationships with other organizations in the supply chain (outsourcing, partnerships, vertical integration, etc)

Through S&OP and master scheduling (MS), ____ balances the following 3 conflicting objectives:

1. Customer service levels
2. Inventory investment
3. Costs of production

Some examples of ____ objectives are:

• Acceptable lead times
• Shipped complete, arrives in time
• Right quality and place

Some examples of ____ objectives are:

• Low WIP
• High turnover
• Faster throughput

Some examples of ____ objectives are:

• Minimizing of set ups (reduce changeovers)
• Longer production runs and high utilization
• Low cost of materials

Some components of ____ management are:

• Demand forecasts
• Order managements
• Customer relationship management (CRM)

Some components of ____ management are:

• Efficiency of production and distribution planning
• Availability of production resources

Sources of imbalance between ____ and ____ are:

• Failure to understand and forecast demand accurately
• Long order-fulfillment lead times through large-batch production, which increase reliance on forecasts rathere than more reliable customer orders in planning production
• Lack of process flexibility to respond to changes in customer orders or market conditions

Some problems that come from an imbalance between ____ and ____ are:

• Poor levels of customer service
• Buildup of inventory from large-batch production
• Weakened competitive position

The 3 planning activities associated with ___ are:

1. Master planning of resources (MPR) (Intermediate- to long-term)
2. Detailed Scheduling and Planning (DSP) (near-term)
3. Execution and Control of Operations (ECO) (near-term)

The 6 processes of ____ are:

1. Demand management
2. Distribution planning
3. S&OP
4. Resource planning
5. Master scheduling
6. Rough-cut capacity planning (RCCP)

The 2 types of planning under ___ are:

1. Priority planning
2. Capacity planning

The 2 cross-functional tactical plans under ____ are:

1. S&OP
2. Master scheduling

The 2 cross-functional tactical plans under ____ are:

1. Resource planning
2. Rough-cut capacity planning (RCCP)

The responsibilities of ____ and ____ are:

• Processing inputs from the business plan, demand forecasts, production resource planning, and logistics resource requirements planning
• Translating inputs into plans at the aggregate volume or product family level
• Validating plans against required production and distribution resources

The responsibilities of ____ and ____ are:

• Processing inputs on product volumes
• Disaggregating product family volume data from the production plan into an MPS for individual end items
• Validating the MPS against required production and distribution resources

The responsibilities of ____ are:

• Recognize demand for products through forecasts, customer order management, or order servicing
• Provide input on demand for goods at the product family level to S&OP and end-item level for MS

The two types of support to S&OP and MS that ____ planning provides are:

1. Planning of inventory levels at stocking points based on demand
2. Inputs on distribution resources necessary to support S&OP and MPS through "logistics resource requirement planning"

The two process of ____ with a ____ planning horizon are:

1. Material requirements planning
2. Capacity requirements planning

The objective of ____ is to determine the required below resources to support the master production schedule for individual end items:

1. Material capacity
2. Labor capacity
3. Equipment capacity

The 5 things that ____ and ____ determine are:

1. End item and component quantities needed to fulfill MPS
2. When these items and quantities are needed
3. How many are now in stock
4. Which are on order
5. Sufficiency of workers and equipment

The 3 objectives of ___ are:

1. Prioritize and sequence work to be performed
2. Executing plans, implementing factory floor controls, and reporting activity results
3. Performance reporting and feedback (to adjust for shortages or overages in production)

The functions supported by ____ were:

1. DSP (detailed capacity planning and detailed material planning)

The functions supported by ____ and ____ were:

1. Master Planning of Resources (MPR) (demand management, S&OP, distribution planning, resource planning, and MPS
2. Detailed scheduling and planning (DSP) (detailed capacity planning and detailed material planning)
3. Execution and control of operations (ECO) (priorities and sequencing, controls and reporting, PAC, and supplier systems

The functions supported by ____ were:

1. MPR (demand management, S&OP, distribution planning, resource planning, and MPS
2. DSP (detailed capacity planning and detailed material planning)
3. ECO (priorities and sequencing, controls and reporting, PAC, and supplier systems
4. Support systems (finance and accounting, CRM/SRM, sales and marketing, HR)

The 5 main ____ are:

1. Project
2. Job shop and batch
3. Cellular
4. Repetitive
5. Flow

The 5 elements of the ____ are:

1. Project
2. Job shop and batch
3. Cellular
4. Repetitive
5. Flow

The 4 factors that help decide which ____ to use are:

1. Nature of a product
2. Complexity of its inputs (number of subparts)
3. Variety and volume of outputs
4. Rate of production

The 4 ____s that differentiate different types of ____ are:

1. Volume
2. Variety
3. Variation
4. Visibility

The 4 ____ to which MPC systems are susceptible are:

1. Increasing cost competition
2. Influx of foreign competitors
3. Expansion into foreign markets
4. Outsourcing

Some examples of "quantifiable" objectives and requirements of the ____ are:

• Revenue growth assumptions by product family/product line
• Long-lead-time facility, technology, and equipment requirements
• Marketing, sales, and distribution channel strategy
• Labor force requirements, acquisition, and development plans
• nvestment and working capital requirements
• Revenue, cost, budget, and cash flow projections

The 3 subprocesses of ____ are:

1. Forecasting
2. Order management
3. CRM

The 2 types of ____ are:

1. Quantitative
2. Qualitative

The 3 internal and external sources of ____ are:

1. Customers
2. Distribution centers
3. Interplant operations

The 2 focuses of ____are:

1. Understanding and influencing customer needs and preferences
2. Anticipating customer demand

Inputs to demand that ____ provide are:

• Customers' long-term buying intentions
• Short-term product-mix requirements

The 3 things that can consume ____ are:

1. Orders
2. Knowledge
3. Forecast

The 4 key characteristics that contrast the ____ environments are:

1. Inventory used to fulfill customer orders
2. Information needed for SO&P
3. Information needed for the MPS
4. Planning and control

What is the A-X-V concept for decoupling points?

The _-_-_ concept for decoupling points is that you stock at the thinnest point

FG   FG   FG

A  X  V

RM    RM    RM

In S&OP, the 3 things that ____ does are:

1. Serve as a source of demand forecasts and actual orders generated by ISL
2. Use demand data from S&OP systems for logistics planning at the product family level
3. Validates the accuracy of distribution resources to carry out the production plan

Some key ____ activities are:

• Aggregating all sources of demand
• Establishing meaningful units of measure
• Identifying mid- to long-term changes and developments

3 things that ____ does are:

1. Establishes, measures, and adjusts long-range capacity
2. Identifies long lead time items
3. Requires management approval of major capital investments

The 5 things that describe ____ are:

1. It's based on the product family data
2. Breaks product family volume into end-item mix
3. Produces master production schedule (MPS) for individual end items
4. Balances MPS with available capacity
5. May link to finite scheduling system