CSCP practice question 13 of 35

Component commonality in manufacturing allows a company to:

Full set: 627 questions
Answer options
A: optimize production runs for the components. Correct answer
B: use concurrent processing for the components.
C: increase product customization.
D: improve forecasting reliability.
Correct Answer:
A. optimize production runs for the components.
Explanation

Component commonality, or the use of the same component in multiple products, increases the total demand volume for that component. This aggregation of demand allows for larger and more stable production runs. Consequently, the manufacturer can reduce the frequency of costly setups and changeovers, leading to lower per-unit production costs and optimized use of manufacturing capacity. This is a direct application of economies of scale in production.

Why Incorrect

B. Concurrent processing is a product design methodology, not a direct outcome of using common components in manufacturing.
C. Component commonality is a form of standardization that can limit customization at the component level, though it can enable mass customization at the final product level.
D. While aggregated demand can improve the forecast for the component itself (risk pooling), the primary manufacturing benefit is production efficiency.

References

1. APICS Dictionary, 16th edition. Definition of "Commonality": "A condition where a raw material or component is used in more than one finished product." The benefits are linked to economies of scale.

2. Jacobs, F. R., & Chase, R. B. (2018). Operations and Supply Chain Management (15th ed.). McGraw-Hill Education. Chapter 12 discusses how component commonality enhances production efficiency by enabling larger batch sizes.

3. Heizer, J., Render, B., & Munson, C. (2017). Operations Management: Sustainability and Supply Chain Management (12th ed.). Pearson. Chapter 5, "Design of Goods and Services," explains that using common components is a key aspect of modular design that allows for more efficient production.

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