1
Q

Define stock

A

Items that are needed to manufacture products

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2
Q

Give the main categories of stock

A

Raw materials
Components
Consumables
Sub-assemblies
Fasteners/fixings
Work in progress

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3
Q

List some questions a company may need to ask itself regarding its stock

A

Where will it be kept and for how long?
Who is responsible for it?
How do we monitor stock levels so we know when to order more?
What should be done with surplus?

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4
Q

Bread is kept in warm conditions, whilst fish is kept in cold conditions. Why does some stock require specific environmental conditions?

A

To make sure the stock doesn’t get damaged or goes off

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5
Q

A company is making components for a fridge-freezer. What will the company need to decide?

A

The amount of stock required
Where the stock will be stored
Duration of keeping the stock
How much will it cost to hold the stock

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6
Q

What does stock/inventory management?

A

It involves assessing the amount of stock, costs and duration of storage time

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7
Q

What is stock turnover?

A

How efficiently sells and replaces its inventory over a specific period

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8
Q

Give an example of a fast-moving consumer good

A

Mobile phones, milk, soda

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9
Q

Give an example of bespoke equipment

A

Tailored suits, personalised jewellery, hand-painted ceramics

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10
Q

Give the formula for stock turnover

A

Stock turnover = Cost of goods sold/average inventory

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11
Q

Give reasons why it’s bad having a high turnover rate

A

Unequal inventory levels, stock shortages, potentially leading to loss of business

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12
Q

Give reasons why it’s bad having a low turnover rate

A

Overstocking, obsolete stock, low sales

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13
Q

Define “writing down”

A

Used to record the reduction of an inventory’s value, required when inventory’s market value drops below its value

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14
Q

Define minimum stock level

A

A threshold value that indicates level below which inventory of an item shouldn’t be allowed to fall.

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15
Q

Give three ways minimum stock levels are calculated

A

Production requirements
Time needed to order supplies
Average rate of consumption
Reorder level
Minimum quantity of materials

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16
Q

State how Just In Time stock management works

A

Works by only supplying enough orders to supply actual demand for a company’s products

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17
Q

State the advantages of JIT

A

Reduces inventory costs
Improves efficiency
Reduces wasted time and materials

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18
Q

State the limitations of JIT

A

No extra stock to fill unexpected orders
Risk that a supply chain shock stops production
Requires skill and precision to implement

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19
Q

Define Made to Stock

A

Where producers make and store items on a large scale in anticipation of consumer demand, based on forecast of sales

20
Q

Define Made to Order

A

Stock strategy that allows consumers to purchase products customised to their specifications

21
Q

State the advantages of MTO

A

Allows customisation for customers
Reduces stock obsolescence
Reduces waste and finished goods inventory

22
Q

State the limitations of MTO

A

Increases costs
Increases wait times for finished products

23
Q

Define Material Requirements Planning (MRP)

A

Production and inventory control system used to manage manufacturing processes

24
Q

What is MRP software designed to do?

A

Confirm raw materials are available for production
Maintain lowest possible product levels in stock
Plan manufacture, delivery schedules and purchasing

25
State the advantages of MRP
Reliable Minimises inventory levels Reduces customer lead times Optimises inventory management
26
State the limitations of MRP
High initial costs of software Lack of flexibility Heavy reliance on input data, which may be inaccurate
27
What is a supply chain?
Used to describe how parts or products move from one company to another
28
Why is packaging essential?
Makes sure that items are batched in sensible quantities or that products don't get damaged
29
Define capacity
Ability of available resources to meet a certain level of demand
30
State the benefits of capacity management
Reduces costs by removing any **bottlenecks** Better allocation of human and material resources Helps business decide when it needs to expand or contract
31
Give the four capacity management methods
Lead, lag, match, dynamic
32
Describe how a **lag** capacity strategy works
Involves waiting until there is a steady increase in demand
33
Describe how a **lead** capacity strategy works
Involves increasing capacity ahead of actual demand
34
Describe how a **match** capacity strategy works
Makes small adjustments to capacity in attempt to **match** demand
35
Describe how a **dynamic** capacity strategy works
Relies on market trends to determine capacity and makes adjustments in production in advance
36
State what uses **Manufacturing resource planning (MRP II)** software has
Plan manufacturing capacity Enable quality assurance Control costs Forecast demand Carry out MRP
37
State the advantages of MRP II
Better control of inventories Improved scheduling Improved design control Better quality control Productive relationship with suppliers
38
State the limitations of MRP II
Expensive Data may be inaccurate Requires business change to implement Being replaced by **enterprise resource planning (ERP)** Limited flexibility to respond to short term shifts
39
Give the difference between short-term and long-term **bottlenecks**
Short = Temporary, not a big problem (ex. staff sickness) Long = More significant (ex. machine is not efficient enough and creates long queues)
40
Give examples on how you can identify bottlenecks
Using a cause and effect diagram or evaluating the throughput (rate of production)
41
Define what an **asset** is
Anything which holds value for a business
42
Give the three types of assets
Current assets, capital assets, intangible assets
43
Give the four stages of the life cycle of an asset and what they mean
**Planning** - Identify the need and what value asset will add **Acquisition** - Purchase asset and if required fund cost of installation **Operation and maintenance** - Asset is in use, maintenance costs become higher as it ages **Disposal** - Asset removed from service and either sold, repurposed, thrown away or recycled.
44
A company needs to work out the value of assets, what information may be recorded to determine the value?
Current location Age and state of repair Value (including **depreciation**) Likely lifespan Ongoing costs Environmental disposal issues
45
Give the benefits of asset management
Improves use of assets Reduces waste & costs Ensures assets are properly managed Improves long-term financial planning Improves compliance and transparency
46
What does a **whole life** approach take into account?
Total cost of owning an asset over its entire life
47
Define depreciation
Reduction in an asset's value over time