CPIM-8.0 Exam Dumps - APICS CPIM Questions and Answers

Customer service performance is the degree to which a company meets or exceeds the expectations of its customers in terms of the quality, timeliness, and satisfaction of the service provided. The most relevant measure of customer service performance is the service perceived by the customer against the service expected by the customer, also known as the service quality gap. This measure captures the difference between what customers expect from a service and what they actually receive, and reflects the level of customer satisfaction or dissatisfaction. A positive service quality gap indicates that the service exceeded the expectations, while a negative service quality gap indicates that the service fell short of the expectations. The other options are not as relevant as the service quality gap because they do not account for the customer’s perspective or perception of the service. Service promised to the customer against service measured by the supplier is an internal measure of service performance, but it does not reflect how the customer perceives the service. Customer complaints received as a percentage of orders shipped is a measure of service failure, but it does not capture the positive feedback or the silent dissatisfied customers. Positive customer feedback as a percentage of customer feedback is a measure of service satisfaction, but it does not account for the customer’s expectations or the service quality dimensions. References:

CPIM Part 2 Exam Content Manual, p. 67

Customer Service Metrics: Top 10 to Measure

20 Customer Service KPIs You Need To Know

A push system is a production system that operates based on forecasts and schedules, rather than actual customer demand. A push system pushes products to the market regardless of the current demand, and often results in excess inventory and waste. A push system does not consider the capacity constraints of the work centers, and therefore may send work orders to them even if they are not able to process them. This can create bottlenecks, delays, and inefficiencies in the production process12.

The other options are not correct because:

•B. Work centers are scheduled using finite capacity planning. This is not a characteristic of a push system, but rather a pull system. Finite capacity planning is a method of scheduling that takes into account the actual capacity of the work centers, and only releases work orders when there is enough capacity to process them. This reduces the risk of overloading the work centers and improves the flow of production3.

•C. Work centers operate using decentralized control. This is not a characteristic of a push system, but rather a pull system. Decentralized control is a method of management that gives more autonomy and decision-making power to the work centers, and allows them to adjust their production according to the actual demand and capacity. This increases the flexibility and responsiveness of the production system4.

•D. Work centers signal previous work centers when they are ready for more work. This is not a characteristic of a push system, but rather a pull system. This is a common practice in a pull system that uses kanban cards as visual signals to trigger the production or replenishment of a product. The work centers only request more work when they have enough capacity and demand for it, and avoid overproduction and waste5.

References := 1 Push System vs. Pull System: Adopting A Hybrid Approach To MRP1 2 Push Systems vs. Pull System: Definitions and Differences4 3 Finite Capacity Planning - an overview | ScienceDirect Topics 4 Centralized vs. Decentralized Manufacturing | IndustryWeek 5 Kanban - an overview | ScienceDirect Topics

In MTO environments, production starts only after an order is received. There is no finished goods inventory to buffer demand fluctuations. Instead, customer order backlog expands or contracts with changing sales volumes.

“MTO environments manage demand fluctuations through the customer order backlog rather than inventory.”

— APICS CPIM ECO and SMR Modules – MTO Production Strategy Section

According to the Theory of Constraints (TOC), improving the bottleneck (constraint) in a process directly improves throughput, because the constraint is the limiting factor for the entire system. Other benefits such as WIP reduction follow, but throughput is the first measurable gain.

“Increasing the performance of the bottleneck increases overall system throughput.”

— CPIM ECO Module; Theory of Constraints (TOC) Section

A bill of distribution is the planned channels of inventory disbursement from one or more sources to field warehouses and ultimately to the customer. There may be one or more levels in the disbursement system. It is used to allocate inventory among different distribution centers based on demand, capacity, and costs. A bill of distribution is similar to a bill of materials, but for distribution planning instead of production planning. The other options are not correct, as they refer to different concepts in distribution management:

•A supply chain community is a network of organizations that collaborate to achieve common goals and objectives in the supply chain.

•Interplant demand is the demand for a product or component from one plant to another within the same company.

•Logistics data interchange (LDI) is the electronic exchange of information between logistics partners, such as suppliers, carriers, and customers. References:

•[CPIM Part 2 - Section A - Topic 4 - Distribution Planning]

•Distribution Channel Design

•APICS Flashcards