Production And Quality Control N5 — Memo
August 2018 — N5 — Production And Quality Control
N5
2018
Nated Business
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Q1— Section header —
1.1Capacity is the rate of output that can be achieved from a process, measured in un its of output per unit of time. (2\
1.2Design capacity is the rated output the equipment was designed to produce when running under normal conditions without stoppages. (2\
1.3Fishbones are also known as cause and effect diagrams because they are used to record as many as possible potential causes of a problem before deciding which causes to focus on, for the purpose of developing counter
1.4Lean thinking defines any waste that create value for the customer as systems and techniques ve been developed to eliminate or at leas minimise waste of all kinds.
1.5Order costs are those costs which must be incurred obtain inventory, including preparation and revision of purchasing orders, selection of suppliers, placement of orders, monitoring orders, and costs related to reception,
1.6Lead time is the time that elapses between the moment when the decision is taken to place an order up until the consignment is received. (2\ [15]15
Q2— Section header —
2.2A bottleneck is a work centre that is always overloaded (i.e. its output determines the out put of the entire organisation. The entire organisation should focus on the following Ensuring that the work centre never stops
2.3Move time he time taken to transport or move a job/product from one work centre to the next Queue time he time that a job waits in a work centre before it is processed Run time he time taken to perform the work on a task or job or assignment
Q3— Section header —
3.1.1Make to order means that the manufacturing operations only make the product as specified by a customer order. The operation will only start once the customer has placed the order for a specific product. In other words
3.1.2Make to stock means that the organisation will forecast the type of products that will be required by customers. The forecasted products will then be manufactured and put into finished goods stock. When the customer places an order, it will hopefully be in
3.2.1Continuous production is where the products flow continuously through the manufacturing operations, which means that th ey are not produced in batches.
3.2.2Lot or batch type production is where the product is planned, scheduled, produced and controlled in identifiable batches.
3.2.3Job shop production is where a manufacturing organisation has organised its production resources or operations according to function. The jobs then pass through the functional operation or work centre in batches.
3.2.4Repetitive production covers the manufacture of high volumes of individual products that is the production of very large quantities of the same type of product.
3.2.5Just in time production is a production strategy which focuses on the continuous elimination of waste waste being those activities that do not add value to the product. (5 (10\
3.3alculating the theoretical capacity by considering efficiency, utilisation, length of shift, number of shifts, overtime and rework at a work centre (4\ [20
Q4— Section header —
4.1Profit planning Inventory valuation Cost control etermination of selling prices Week 1 Week 2 Week 3
4.3Customer services Work in progress levels Schedule performance Product quality Efficiency of work centres [20]20
Q5— Section header —
5.1Limit access to the storage area. Use formal locations within this area to store inventory. Have authorised receipt and issue procedures. Undertake systematic stock taking on a periodic basis.
5.2Inventory investment Manufacturi ng, purchasing and distribution Profitability
5.3o determine profitability
5.4.1The influence on profit: if the business raises or lowers its prices. To what extent the profit will increase, with an increase in the volume of production and sales. The in fluence of an increase in fixed costs.
5.4.2ob costing system is applied particularly in a production unit where the work differs from task to task according to the requirements of the purchaser. Each task is therefore a cost subject which must carry its rightful share of the total costs. Special
Topics Identified
2
Business FunctionsBusiness Plan
Mark Allocation
Sections15 + 20 + 25 = 60 marks
Paper information
TitleMemo
SubjectProduction And Quality Control
LevelN5
Document typeNated Business
Year2018
MonthAugust
Pages5
Downloads3
Examination context
Decade2010s
Years ago8y
SeasonWinter (SH)
Start dayWednesday
Exam periodAugust 2018
Days since exam2,992
About Production And Quality Control examination preparation
This TVET examination resource can be used as part of a structured revision programme. Past papers are most useful when learners attempt questions independently, work within a realistic time limit, and review their answers afterwards.
How to use this resource for revision
A TVET past examination paper is most useful when it is treated as an active revision exercise. Try the questions yourself before checking the corresponding memorandum. Where you make an error, identify the reason — was it a knowledge gap, a calculation mistake, an interpretation issue, or an examination technique problem?
For stronger examination practice, complete the paper without unnecessary interruptions and keep track of the questions that take the most time. Afterwards, review the memorandum and separate knowledge gaps from mistakes caused by interpretation, calculation, structure, or examination technique.
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A practical revision approach
Start by completing the resource without looking at the memorandum. Review incorrect and incomplete answers afterwards and make a short revision list based on the areas that caused difficulty.
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