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48.
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Using the Cash Receipt
Table in the previous question, show the SQL command which will return the
result table below.
Chapter 07
Conversion Business Process
True / False Questions
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1.
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Conversion labor costs become part of cost of goods
sold.
True False
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2.
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Gateways can direct sequence flow to support
looping.
True False
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3.
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Business rules describe appropriate actions to take
based on process conditions.
True False
|
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4.
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Application controls limit access to viewing and
changing records in a system.
True False
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5.
|
A labor plan class would establish standard
overhead allocation rates.
True False
|
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6.
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The primary key of the Production Authorization table
would be posted in the Production Steps table as a foreign key.
True False
|
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7.
|
The primary key of the Employees table would be posted in
the Production Steps table as a foreign key.
True False
|
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8.
|
The primary key of the Production Steps table would be posted
in the Production Plan table as a foreign key.
True False
|
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9.
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The link between the Products and Production Plan tables
would be implemented as a linking table.
True False
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10.
|
The link between the Production Plan and Materials tables
would be implemented as a linking table.
True False
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Multiple Choice Questions
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11.
|
Which of the following types of business is least
likely to employ a conversion process?
|
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12.
|
Which of the following is not a basic activity in
the conversion process?
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B.
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Perform work and account for labor
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C.
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Ship products to stores
|
|
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13.
|
Which of the following best describes the purpose
of an intermediate error event?
|
A.
|
Directs sequence flow when an activity aborts
|
|
B.
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Delays the sequence until a specified time
|
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C.
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Waits for external messages
|
|
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14.
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Consider the following BPMN diagram of a subprocess.
Which of the following is required to correct an error in the diagram?
|
A.
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Change the intermediate event to a start event.
|
|
B.
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Change the intermediate error event to an
exclusive gateway
|
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C.
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Add a sequence flow to an end event after the discard
errors activity.
|
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D.
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Drop the activity named Discard Errors.
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|
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15.
|
Which of the following is the best reason that a
collaboration model would not be used to diagram the conversion process?
|
A.
|
All conversion activities are internal to the organization.
|
|
B.
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A collaboration model does not include swimlanes.
|
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C.
|
The orchestration of the activities is not shown
in a collaboration model.
|
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D.
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The choreography between pools is not shown in a
collaboration model.
|
|
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16.
|
Which of the following least reflects the purpose
of a business rule in the conversion process?
|
A.
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Segregating authorizing, issuing, and conversion
work duties
|
|
B.
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Limiting who can view and change records in the
system
|
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C.
|
Ensuring no production without a customer order
|
|
D.
|
Assuring that all products meet quality standards
|
|
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17.
|
In a basic UML diagram of the conversion process,
which of the following best describes the purpose of a duality association?
|
A.
|
Shows the participation of employees in the process.
|
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B.
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Links work in process events to the original
production authorization.
|
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C.
|
Indicates issue of raw material into the process.
|
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D.
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Tracks completion of work in process and increase
to finished goods inventory.
|
|
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18.
|
Review the following diagram. Which answer provides
the best interpretation of the multiplicities for the association between
the Employees and Production Authorization classes?
|
A.
|
The employee records the completion of a job and
updates finished goods.
|
|
B.
|
Each production authorization results in the
increase to the quantity on hand of one product.
|
|
C.
|
Employees manage multiple products.
|
|
D.
|
One employee can authorize production multiple
times.
|
|
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19.
|
Review the following diagram. Which answer provides
the best interpretation of the multiplicities for the association between
the Products and Production Authorization classes?
|
A.
|
The employee records the completion of a job and
updates finished goods.
|
|
B.
|
Each production authorization is related to one
product.
|
|
C.
|
Each product is related to one production
authorization.
|
|
D.
|
One employee can authorize production multiple
times.
|
|
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20.
|
Which of the following best describes the purpose
of a bill of material class?
|
A.
|
Links each raw material item to one or more
finished good items.
|
|
B.
|
Shows the issues of raw material items into work
in process.
|
|
C.
|
Links finished goods to production.
|
|
D.
|
Shows the raw material usage variance.
|
|
Essay Questions
|
21.
|
Integrated Case
Serena’s Tennis Togs, Inc., was founded by one of the
world famous women’s tennis players to produce tennis and other sports
clothing for the many women that appreciate Serena’s unique fashion sense.
Serena’s Tennis Togs, Inc. (STTI) makes and markets multiple types of
recreational clothing lines for women. This case focuses on STTI’s acquisition/payment and conversion processes.
STTI Conversion cycle. When STTI gets an order
from one of their distributors (sales orders are not modeled in this case),
a manufacturing supervisor issues one or more production orders to
authorize production of the clothing items. Each production order applies
to only one finished clothing item. For cost accounting purposes, STTI
determines the total standard labor and material cost for each production
order.
STTI has carefully planned the material and labor required
for each of its finished clothing items. Its master assembly plan specifies
the sequence of steps (assembly operations) as well as the raw materials
required to produce each finished clothing item. The master assembly plan
also specifies the standard labor and material cost for each step. Each
step in the master assembly plan is identified with a master assembly
number.
The actual manufacturing process occurs in a series of
assembly steps (each step is identified by control # in the production
control records). Each step may use several types of material. STTI tracks
the actual material and labor costs for each step in their production control
records. STTI also tracks the total standard and actual costs for each
production order.
The STTI manufacturing process employs two classes of
employees: crafters and supervisors (model separately). Crafters get the
raw materials from inventory and use them in the assembly steps. Each
assembly step may involve several crafters, and crafters may work on
several assembly steps.
The crafters are paid on an hourly basis. Production
supervisors are paid salaries and bonuses. (Model them separately).
STTI Purchases. STTI’s financial
success depends on the quality of their products, so the company buys only
the highest quality raw materials and follows a structured acquisition
process. First, the buyers issue purchase orders to vendors for one or more
required raw material items. Second, the vendor ships the products to STTI,
and STTI records purchases upon receipt and acceptance of the items. In
some cases, vendors fulfill several purchase orders with one shipment.
STTI takes advantage of all prompt payment discounts. If
multiple vouchers are due to the same vendor on a certain day, the cashier
combines those into one payment. STTI pays for each purchase in full, less
any applicable discount, on the day that the payment is due.
After receipt and acceptance, each raw material item is
stored in its designated bin to facilitate its issue to the production
process, although each bin may hold several different types of raw
material. Each bin is color-coded for easy identification.
General. All economic agents, resources, and
types are put into the database before any relationships with other
entities are instantiated. STTI tracks its employees in separate classes
according to their particular job, although each internal agent is keyed by
employee#. (So, don’t model one Employee agent; model separate internal
agents, e.g., buyers, crafters, cashiers, supervisors.)
REQUIRED: 1) use the information above
and the list of attributes below to draw a UML class diagram showing the
classes, associations, and multiplicities, 2) prepare a listing of the
tables necessary to support STTI’s processes using all the attributes. Name
each table and clearly identify primary keys with PK and foreign keys with
FK. List your tables in the following order: RESOURCES, EVENTS, AGENTS,
TYPE IMAGES, and LINKING. Use only the following list of attributes
(remember that there should be no classes without attributes).
Attributes
|
|
22.
|
Integrated Case
Gary Cooper (yes – that is his real name, and his nickname
is Coop) loves classic cars, but he knows he will never be able to afford
most of them. He also knows that most classics are unreliable and expensive
to own. Plus, they do not have the features and comforts of modern cars.
So, he created a company that constructs custom replicas of classic cars.
His replicas have modern mechanical parts and many of the features that can
be found in todays’ cars. More importantly, they meet modern safety and
emission requirements. This case describes Coop’s sales and production processes.
Coop’s Cars: Coop developed a list of replicas for
the most sought-after classic cars. He sells replica European Sports Cars,
such as Porsche, Ferrari, and Jaguar, as well as some American muscle cars.
Coop tracks each car, engine, and color combination with a custom car
product number. The customer gets to select among the various engine and
color options for his/her car. Customers typically order one car (one
product number), but some customers love the cars so much that they order
several at once. Customers must provide at least a 25% deposit with the
order, but they can pay the balance after they take delivery of the car.
Car chassis: Coop maintains an inventory of car
chassis with body shells, interior, seats, etc. Consequently, he can
deliver a custom car in just a few days. When the inventory of car chassis
gets low, an employee issues a chassis production order. The chassis
assembly plan describes the specific parts that go into each chassis as
well as the specific chassis assembly operations required. Coop’s employees
then conduct the assembly operations to assemble the new chassis.
Customizing: After the customer places an order and
selects the chassis, engine, and color combination, Coop’s employees start
the customizing operations. The engine is placed in the car and the car is
painted. Then, after some initial testing, the car is placed in inventory,
ready for delivery to the customer. Although several employees work on the
customizing operations, Coop also designates one employee to supervise the
process and assure a high quality finished car.
Miscellaneous: Coop keeps all his employee records
in one table, but he also categorizes employees according to their
specialty. He records information about employees, customers, employee
types, custom cars, and classic parts before they are linked to other
classes.
REQUIRED: 1) use the information above
and the list of attributes below to draw a UML class diagram showing the
classes, associations, and multiplicities, 2) prepare a listing of the
tables necessary to support Coop’s processes using all the attributes. Name
each table and clearly identify primary keys with PK and foreign keys with
FK. List your tables in the following order: RESOURCES, EVENTS, AGENTS,
TYPE IMAGES, and LINKING. Use only the following list of attributes
(remember that there should be no classes without attributes).
Attributes
|
|
23.
|
Correct the BPMN Activity Diagram
After a very successful career in business, Ray Robertson
decided to leave the rat-race to pursue his life-long (adult life-long)
interest in brewing unique, hand-crafted beers. He wanted his business to
reflect his passions: beer, football, and the Oregon Ducks, so the name
Yellow Duck Brewing Company seemed natural. Since recent medical research
has shown that moderate beer consumption is healthy, Ray carefully selected
the freshest ingredients for his beer to make his beers even healthier. The
unofficial motto of the Yellow Duck Brewing Company became,
“the only beer to have when you are having only one!” This case describes
the sales and bottling processes for Yellow Duck.
Yellow Duck Sales Process
Customers order specific bottled beer products when they place their
order, and Yellow Duck often rejects orders depending on the availability
of that beer. (The availability of any bottled beer depends on what Yellow
Duck has brewed recently and the bottles on hand.) Yellow Duck bottles its
beers when a customer service employee receives an order for one or more
bottled beer products from a customer. Yellow Duck records the sale when
the customer picks up the beer from the customer service employee. Yellow
Duck only sells its beer to wholesale customers, so each customer pays for
all the sales during the month in one payment at the end of the month.
Yellow Duck Bottling Process
Yellow Duck sells its beer in distinctive bottles, designed by local
artists, to stand out from more mundane beers. The bottling process takes
place in a series of steps. Each step is authorized by a supervising
employee and also involves several other employees who carefully transfer
brewed beer into the bottles, apply the labels, and place the bottles in
the bottled beer inventory. At that point the beer is ready for sale to the
customer. Each bottling step involves only one particular bottle number but
may involve several different brewed beers.
REQUIRED: Using the description above,
correct the BPMN activity diagram with shown below so that the diagram
accurately depicts Yellow Duck’s sales and bottling process.
Incorrect BPMN diagram:
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