$1.$ Figure $7\mathrm{.}1$ shows a hierarchy of capacity planning and material planning processes. How does a

better job of long$-$range planning affect the medium$-$range planning? Is the issue similar between

production planning and master production scheduling?

$2.$ Why does JIT execution require a less$-$intensive capacity planning approach?

$3.$ What are the advantages and disadvantages of using CRP over rough$-$cut capacity planning?

$4.$ What are the relative advantages of horizontal versus vertical loading?

$5.$ How does input$-$output analysis provide a reality check on material and capacity planning

processes?

$6.$ Why is an hour of capacity lost in a bottleneck work center so valuable?

$7.$ How might the Montell capacity plan $($Figure $7\mathrm{.}16)$ allow the company to determine if its revenue

projections are on target? $($See the Cases at the end of the chapter.$)$

$8.$ What is the thinking behind Applicon$$s three different capacity values for its work centers? $($See

the Cases at the end of the chapter.$)$

$9.$ In the Manugistics APS system, what would it mean if the days of supply were negative whenever a new batch of the products was scheduled? What would it mean if each time a new batch

was scheduled, the days of supply was at $5$D$?($See the Cases at the end of the chapter.$)$

$10.$ What are some examples of capacity planning in a university? What are good and poor practices?