生产树脂的公司，product line。现在实行rapid-growth strategy，又开了一家工厂。这期间应该：minimize investment to use 通用production line，让新厂迅速run起来；还是用多用途的生产线增加product variaty；还是max volume，保住现有客户。
一个公司，收购了别的公司，3个division，4个工厂，用不同的IT系统，成本很高，公司上个项目统一系统。 to initialate the change，1st thing to do is 1，prepare a vision statement to state the company strategy 2，create a sense of urgency among the plant leaders（我觉得光说leaders不对，@ctgary说都是从leader开始，也有道理）
Full absorption accounting: 1,... 2, penalize stock building 3,fulfill external reporting（选它，符合GAAP）
which manufacturing strategy is structural rather than infrastructural?选了A但不确定 A, employee engagement and flat organization B, integrated ..system
One measure of organizational performance is（选A但不确定） A, net profit after interest and tax B, return on equity c,...
When a product transfer from normal production to service part service, the least important is A service rate B on time delivery C quality D cost 选了D，觉得Quality何时都不能妥协。
The least appropriate environment for pull system is MTO/MTS/Project/MTS 我选了project，是觉得pull得太长，而MTS也可以用pull build target inventory level，但@ctgary 说理论上MTS是跟push搭配，按需生产或装配更是pull的精神，选MTS，有道理的。
domestic industry protection method: A, streamline customs tax D, require local-define 什么什么，大概意思是设定产品要求，选了这个
需要提高10% throughput，怎么办，我选了process overlapping 还有by Statistical process control，这个明显不对。
刚开始经济衰退的时候，stock level should A, increase with production rate B, decrease with sales rate C, keep consistent with sales rate 我选C，理由是觉得生产也会随着降低的fcst调低，这样stock level理解为stock days by future的话应该在初期不变，但@ctgary 说有论坛上有人请教美国教授，说是increase，因为生产还是原level，还没有反应过来，听了就觉得有理，我想多了。
（忘记wording，查的字典）高速的industry，有何特点，我选short product life cycle。
Which reflect advantage on flexibility? A compare actual performance with master schedule C new product introduction time ( 觉得是speed方面的，但另外两个是reliability，A又不确定）
failure result是灾难性的时候，怎样可以减少redundant？ Decrease the probablity of components failure from suppliers（选的这个，不确定）
when join an industry as new entrant, Which should consider most? Rivalry among existing competitors。
