SCHM 2301 LATEST 2026 PRACTICE EXAM QUESTIONS
AND ANSWERS MARKED A+
✔customer service inputs and outputs - ✔✔inputs: customer orders and requests,
complaints, demand forecasts, priorities
outputs: entered orders, delivery commitments, resolved problems
✔✔resource management inputs and outputs - ✔✔inputs: strategic objectives, resource
costs, availability of existing resources
outputs: capacity plans, facilities plans
✔✔human resource management inputs and outputs - ✔✔inputs: strategic objectives,
skill requirements, demand requirements by area, staffing requirements and shortfalls
outputs: hiring plans, training programs, staffing plans, employee development plans
✔✔supply management inputs and outputs - ✔✔inputs: supplier capabilities, raw
materials, customer orders, demand forecasts
outputs: fulfilled orders, production schedules, goods and services
✔✔performance measurement inputs and outputs - ✔✔inputs: raw information,
benchmarks, standards
outputs: performance variances, trends
✔✔Characteristics that define a process - ✔✔1. activities
2. inputs/outputs/flows
3. process structure
4. management policies
✔✔5 categories of activities - ✔✔1. operation
2. transportation
3. inspection
4. delay
5. storage
✔✔operation - ✔✔an activity that transforms an input
✔✔transportation - ✔✔any activity that moves in input from one place to another without
changing any characteristics of the product
✔✔inspection - ✔✔checks or verifies the results of another activity
✔✔delay - ✔✔when the flow of an input is unintentionally stopped as a result of
interference
, ✔✔storage - ✔✔an activity where items are inventoried under formal control (access to
materials requires authorization)
✔✔2 types of flows in a process - ✔✔1. information flows
2. material flows
✔✔inputs - ✔✔items that come from outside the process and are acted upon or
consumed by the process
✔✔two types of outputs in a process - ✔✔1. intended outputs
2. unintended outputs
✔✔intended outputs - ✔✔have value for customer
✔✔unintended outputs - ✔✔undesirable by-products
✔✔Process structure - ✔✔how inputs, activities, and outputs of a process are
organized. structure limits process capabilities
✔✔process capabilities - ✔✔the types of outputs that the process is able to produce,
the specific types of problems that the process can best address, and the levels of
performance the process is able to attain
✔✔Two types of structures - ✔✔1. serial/sequential structure
2. parallel structure
✔✔serial/sequential structure - ✔✔activities in the process occur one after the other
✔✔parallel structure - ✔✔an activity is done by two or more resources simultaneously
✔✔management policies - ✔✔design the management aspects of a process, including
metrics, rewards, and controls, so that they are consistent with the overall mission
✔✔3 strategies for determining when to change capacity relative to demand - ✔✔1.
capacity lead strategy
2. add or remove based on average demand
3. capacity lag strategy
✔✔capacity lead strategy - ✔✔adding capacity assuming that demand will grow
✔✔pros and cons of capacity lead strategy - ✔✔pros: ensure that sales will not be lost,
helps companies gain market share during the early stages of a product's life cycle
cons: under-utilization if sales do not grow as expected
AND ANSWERS MARKED A+
✔customer service inputs and outputs - ✔✔inputs: customer orders and requests,
complaints, demand forecasts, priorities
outputs: entered orders, delivery commitments, resolved problems
✔✔resource management inputs and outputs - ✔✔inputs: strategic objectives, resource
costs, availability of existing resources
outputs: capacity plans, facilities plans
✔✔human resource management inputs and outputs - ✔✔inputs: strategic objectives,
skill requirements, demand requirements by area, staffing requirements and shortfalls
outputs: hiring plans, training programs, staffing plans, employee development plans
✔✔supply management inputs and outputs - ✔✔inputs: supplier capabilities, raw
materials, customer orders, demand forecasts
outputs: fulfilled orders, production schedules, goods and services
✔✔performance measurement inputs and outputs - ✔✔inputs: raw information,
benchmarks, standards
outputs: performance variances, trends
✔✔Characteristics that define a process - ✔✔1. activities
2. inputs/outputs/flows
3. process structure
4. management policies
✔✔5 categories of activities - ✔✔1. operation
2. transportation
3. inspection
4. delay
5. storage
✔✔operation - ✔✔an activity that transforms an input
✔✔transportation - ✔✔any activity that moves in input from one place to another without
changing any characteristics of the product
✔✔inspection - ✔✔checks or verifies the results of another activity
✔✔delay - ✔✔when the flow of an input is unintentionally stopped as a result of
interference
, ✔✔storage - ✔✔an activity where items are inventoried under formal control (access to
materials requires authorization)
✔✔2 types of flows in a process - ✔✔1. information flows
2. material flows
✔✔inputs - ✔✔items that come from outside the process and are acted upon or
consumed by the process
✔✔two types of outputs in a process - ✔✔1. intended outputs
2. unintended outputs
✔✔intended outputs - ✔✔have value for customer
✔✔unintended outputs - ✔✔undesirable by-products
✔✔Process structure - ✔✔how inputs, activities, and outputs of a process are
organized. structure limits process capabilities
✔✔process capabilities - ✔✔the types of outputs that the process is able to produce,
the specific types of problems that the process can best address, and the levels of
performance the process is able to attain
✔✔Two types of structures - ✔✔1. serial/sequential structure
2. parallel structure
✔✔serial/sequential structure - ✔✔activities in the process occur one after the other
✔✔parallel structure - ✔✔an activity is done by two or more resources simultaneously
✔✔management policies - ✔✔design the management aspects of a process, including
metrics, rewards, and controls, so that they are consistent with the overall mission
✔✔3 strategies for determining when to change capacity relative to demand - ✔✔1.
capacity lead strategy
2. add or remove based on average demand
3. capacity lag strategy
✔✔capacity lead strategy - ✔✔adding capacity assuming that demand will grow
✔✔pros and cons of capacity lead strategy - ✔✔pros: ensure that sales will not be lost,
helps companies gain market share during the early stages of a product's life cycle
cons: under-utilization if sales do not grow as expected
