Case Study -This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.To start the case study -To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.Background -ADatum Corporation is a golf cart manufacturing and rental company. The company produces golf carts, converts them to assets, and then rents them out over a period of time. The engineering team continuously seeks to create innovative, sustainable golf carts to stay current in the industry.Although the company no longer creates gas-powered vehicles, some of its models are still in use as rentals.ADatum Corporation plans to move from multiple, disconnected systems for each team of employees to a connected platform that uses Dynamics 365 Finance and Dynamics 365 Supply Chain Management.Current Environment -Employee teams -• ADatum Corporation has four key teams of employees:o Procurement: A team of buyers who source raw materials for the production of the golf carts o Engineering: A team of engineering designers who continuously modify and improve the bill of materials (BOM) for the golf carts o Production: A team of production employees, including quality assurance (QA), who manages the BOM costs and work on the shop floor to produce the golf carts o Asset Management: A team that manages the golf cart assets, including maintenance and repairs• The company has strict controls and uses engineering change management within its end-to-end operations.Golf cart models -• All new golf carts are rechargeable electric models.• The company has three primary golf cart models:o ModelA is manufactured for commercial customers, such as golf courses. Those golf courses rent ModelA for a fixed period of time. ModelA contains subassemblies that are produced by ADatum Corporation and stored in the warehouse until required for production. o ModelB is manufactured for consumers and can be rented by vacationers, typically for a weekend. ModelB must include turn signals and brake lights to ensure that it is legal to drive on city streets. ModelB golf carts are typically stored in a rented parking lot during peak vacation season. During the off-season, ModelB is stored in ADatum Corporation's headquarters warehouse. o ModelT units are gas-powered units that have been discontinued for production; however, existing assets are available for rent.• All models are considered low-speed vehicles and must not exceed 25 mph.• All golf cart models are owned by ADatum Corporation. None are owned by commercial customers.Requirements -Engineering -• The engineering manager plans to phase out production of the current steel frames and replace them with aluminum frames.• Innovation engineers observe an increase in consumer requests for lifted-style golf carts. ModelB will be used to create a prototype of a newer version.Production -• Golf cart frames for all models must be configured as subassemblies.• The engineering team plans for the lift kit shocks and struts to be assembled for the prototype as a single production order for the lift kit finished good. The lift kit will remain at the end of the assembly line for the prototype.• The QA team must conduct a rigorous set of mandatory tests for the ModelB prototype. Only certified QA team members can complete the checklists. The item will not be available for production until the prototype passes testing.• The lithium batteries must be installed by a certified technician during production.• The raw materials used in the prototype model are also sold directly as spare parts.• The controller requires raw material consumption to be posted in the ledger separately for the prototype production orders.• The warehouse manager requires that ModelA subassemblies must have putaway work created for the warehouse workers. All other subassemblies and finished goods will not require warehouse work. The lift kit subassembly must have a new standard cost created. o Cost Requirement 1: The costs for existing materials are frozen for a period. The incremental costs must be calculated without impacting current frozen costs. o Cost Requirement 2: The incremental cost for the subassembly must be determined based on the raw material purchased parts before it is available as a price.Asset management -• All electric models can be serviced on a quarterly schedule, which is less frequent than the bimonthly gas-powered models.• The controller requires ModelB to be reported separately from other models, and the location of the assets updated at each peak travel season.• Maintenance technicians run a lean schedule and are fully booked out in advance.Issues -Procurement -• Buyer1 reports that the master planning process generated planned purchase orders for steel frame subassemblies. Return orders were created for the steel frames, which should not have been ordered.Production -• The production manager reports that the lithium battery installation step is creating a production backup because of two issues: o Issue 1: Technicians who are not certified are assigned to the battery installation step. o Issue 2: One certified technician is always on site at the production facility; the other certified technician is on call for repairs to rentals and is only substitutes for other technicians occasionally for production.Asset management -• A golf course manager reports that multiple ModelT units are frequently slow to start. The golf course manager requests monthly inspections for ModelT units, but the ModelA units can keep their current schedule.• After the ModelT unit issue was addressed, the golf course manager reports that one of the ModelA units stopped charging. The golf course manager requests a priority repair to be scheduled for the next morning.You need to resolve the issue reported by Buyer1.Which two features should you configure? Each correct answer presents part of the solution.NOTE: Each correct selection is worth one point.
DRAG DROP-Case Study-This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.To start the case study-To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.Background-ADatum Corporation is a golf cart manufacturing and rental company. The company produces golf carts, converts them to assets, and then rents them out over a period of time. The engineering team continuously seeks to create innovative, sustainable golf carts to stay current in the industry.Although the company no longer creates gas-powered vehicles, some of its models are still in use as rentals.ADatum Corporation plans to move from multiple, disconnected systems for each team of employees to a connected platform that uses Dynamics 365 Finance and Dynamics 365 Supply Chain Management.Current Environment-Employee teams-• ADatum Corporation has four key teams of employees:o Procurement: A team of buyers who source raw materials for the production of the golf cartso Engineering: A team of engineering designers who continuously modify and improve the bill of materials (BOM) for the golf cartso Production: A team of production employees, including quality assurance (QA), who manages the BOM costs and work on the shop floor to produce the golf cartso Asset Management: A team that manages the golf cart assets, including maintenance and repairs• The company has strict controls and uses engineering change management within its end-to-end operations.Golf cart models-• All new golf carts are rechargeable electric models.• The company has three primary golf cart models:o ModelA is manufactured for commercial customers, such as golf courses. Those golf courses rent ModelA for a fixed period of time. ModelA contains subassemblies that are produced by ADatum Corporation and stored in the warehouse until required for production.o ModelB is manufactured for consumers and can be rented by vacationers, typically for a weekend. ModelB must include turn signals and brake lights to ensure that it is legal to drive on city streets. ModelB golf carts are typically stored in a rented parking lot during peak vacation season. During the off-season, ModelB is stored in ADatum Corporation's headquarters warehouse.o ModelT units are gas-powered units that have been discontinued for production; however, existing assets are available for rent.• All models are considered low-speed vehicles and must not exceed 25 mph.• All golf cart models are owned by ADatum Corporation. None are owned by commercial customers.Requirements-Engineering-• The engineering manager plans to phase out production of the current steel frames and replace them with aluminum frames.• Innovation engineers observe an increase in consumer requests for lifted-style golf carts. ModelB will be used to create a prototype of a newer version.Production-• Golf cart frames for all models must be configured as subassemblies.• The engineering team plans for the lift kit shocks and struts to be assembled for the prototype as a single production order for the lift kit finished good. The lift kit will remain at the end of the assembly line for the prototype.• The QA team must conduct a rigorous set of mandatory tests for the ModelB prototype. Only certified QA team members can complete the checklists. The item will not be available for production until the prototype passes testing.• The lithium batteries must be installed by a certified technician during production.• The raw materials used in the prototype model are also sold directly as spare parts.• The controller requires raw material consumption to be posted in the ledger separately for the prototype production orders.• The warehouse manager requires that ModelA subassemblies must have putaway work created for the warehouse workers. All other subassemblies and finished goods will not require warehouse work. The lift kit subassembly must have a new standard cost created.o Cost Requirement 1: The costs for existing materials are frozen for a period. The incremental costs must be calculated without impacting current frozen costs.o Cost Requirement 2: The incremental cost for the subassembly must be determined based on the raw material purchased parts before it is available as a price.Asset management-• All electric models can be serviced on a quarterly schedule, which is less frequent than the bimonthly gas-powered models.• The controller requires ModelB to be reported separately from other models, and the location of the assets updated at each peak travel season.• Maintenance technicians run a lean schedule and are fully booked out in advance.Issues-Procurement-• Buyer1 reports that the master planning process generated planned purchase orders for steel frame subassemblies. Return orders were created for the steel frames, which should not have been ordered.Production-• The production manager reports that the lithium battery installation step is creating a production backup because of two issues:o Issue 1: Technicians who are not certified are assigned to the battery installation step.o Issue 2: One certified technician is always on site at the production facility; the other certified technician is on call for repairs to rentals and is only substitutes for other technicians occasionally for production.Asset management-• A golf course manager reports that multiple ModelT units are frequently slow to start. The golf course manager requests monthly inspections for ModelT units, but the ModelA units can keep their current schedule.• After the ModelT unit issue was addressed, the golf course manager reports that one of the ModelA units stopped charging. The golf course manager requests a priority repair to be scheduled for the next morning.You need to configure the production requirements of the controller.What should you configure? To answer, move the appropriate configurations to the correct requirements. You may use each configuration once, more than once, or not at all. You may need to move the split bar between panes or scroll to view content.NOTE: Each correct selection is worth one point.
Case Study -This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.To start the case study -To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.Background -ADatum Corporation is a golf cart manufacturing and rental company. The company produces golf carts, converts them to assets, and then rents them out over a period of time. The engineering team continuously seeks to create innovative, sustainable golf carts to stay current in the industry.Although the company no longer creates gas-powered vehicles, some of its models are still in use as rentals.ADatum Corporation plans to move from multiple, disconnected systems for each team of employees to a connected platform that uses Dynamics 365 Finance and Dynamics 365 Supply Chain Management.Current Environment -Employee teams -• ADatum Corporation has four key teams of employees:o Procurement: A team of buyers who source raw materials for the production of the golf carts o Engineering: A team of engineering designers who continuously modify and improve the bill of materials (BOM) for the golf carts o Production: A team of production employees, including quality assurance (QA), who manages the BOM costs and work on the shop floor to produce the golf carts o Asset Management: A team that manages the golf cart assets, including maintenance and repairs• The company has strict controls and uses engineering change management within its end-to-end operations.Golf cart models -• All new golf carts are rechargeable electric models.• The company has three primary golf cart models:o ModelA is manufactured for commercial customers, such as golf courses. Those golf courses rent ModelA for a fixed period of time. ModelA contains subassemblies that are produced by ADatum Corporation and stored in the warehouse until required for production. o ModelB is manufactured for consumers and can be rented by vacationers, typically for a weekend. ModelB must include turn signals and brake lights to ensure that it is legal to drive on city streets. ModelB golf carts are typically stored in a rented parking lot during peak vacation season. During the off-season, ModelB is stored in ADatum Corporation's headquarters warehouse. o ModelT units are gas-powered units that have been discontinued for production; however, existing assets are available for rent.• All models are considered low-speed vehicles and must not exceed 25 mph.• All golf cart models are owned by ADatum Corporation. None are owned by commercial customers.Requirements -Engineering -• The engineering manager plans to phase out production of the current steel frames and replace them with aluminum frames.• Innovation engineers observe an increase in consumer requests for lifted-style golf carts. ModelB will be used to create a prototype of a newer version.Production -• Golf cart frames for all models must be configured as subassemblies.• The engineering team plans for the lift kit shocks and struts to be assembled for the prototype as a single production order for the lift kit finished good. The lift kit will remain at the end of the assembly line for the prototype.• The QA team must conduct a rigorous set of mandatory tests for the ModelB prototype. Only certified QA team members can complete the checklists. The item will not be available for production until the prototype passes testing.• The lithium batteries must be installed by a certified technician during production.• The raw materials used in the prototype model are also sold directly as spare parts.• The controller requires raw material consumption to be posted in the ledger separately for the prototype production orders.• The warehouse manager requires that ModelA subassemblies must have putaway work created for the warehouse workers. All other subassemblies and finished goods will not require warehouse work. The lift kit subassembly must have a new standard cost created. o Cost Requirement 1: The costs for existing materials are frozen for a period. The incremental costs must be calculated without impacting current frozen costs. o Cost Requirement 2: The incremental cost for the subassembly must be determined based on the raw material purchased parts before it is available as a price.Asset management -• All electric models can be serviced on a quarterly schedule, which is less frequent than the bimonthly gas-powered models.• The controller requires ModelB to be reported separately from other models, and the location of the assets updated at each peak travel season.• Maintenance technicians run a lean schedule and are fully booked out in advance.Issues -Procurement -• Buyer1 reports that the master planning process generated planned purchase orders for steel frame subassemblies. Return orders were created for the steel frames, which should not have been ordered.Production -• The production manager reports that the lithium battery installation step is creating a production backup because of two issues: o Issue 1: Technicians who are not certified are assigned to the battery installation step. o Issue 2: One certified technician is always on site at the production facility; the other certified technician is on call for repairs to rentals and is only substitutes for other technicians occasionally for production.Asset management -• A golf course manager reports that multiple ModelT units are frequently slow to start. The golf course manager requests monthly inspections for ModelT units, but the ModelA units can keep their current schedule.• After the ModelT unit issue was addressed, the golf course manager reports that one of the ModelA units stopped charging. The golf course manager requests a priority repair to be scheduled for the next morning.You need to resolve the ModelT issue reported by the golf course manager.Which two features should you configure? Each correct answer presents part of the solution.NOTE: Each correct selection is worth one point.
HOTSPOT -Case Study -This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.To start the case study -To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.Background -Fabrikam Inc. is a manufacturer of sanitation cleaning solutions and equipment including carpet/floor cleaners, pressure washers, scrubbers and vacuums.Fabrikam Inc. is a single legal entity based in New York city.Current environment. Products manufacturedCleaning equipment -floor cleanerpressure washersscrubbersvacuumsLiquid cleaning solutions -No scent -Orange scent (subcontracted to a vendor named VendorA)Pine scent (subcontracted to a vendor named VendorA)The production quantity for the finished unscented liquid cleaning solution is 40-liters. IngredientC for unscented liquid cleaning solution is stored in inventory in 50-liter barrels and allocated in 50-liter increments. Two barrels of IngredientC are uses to produce a barrel of unscented liquid cleaning solution.Current environment. Production sitesThe Eastern United States facility manufactures equipment.The Western United States facility manufactures liquid cleaning solutions.Raw materials and finished products are stocked at the warehouse and distributed from the warehouse.Current environment. Warehouse facilitiesThe warehouse consists of the following zones:Requirements. Cleaning equipment manufacturingYou identify the following requirements for manufacturing cleaning equipment:Production is Make to Stock and must be scheduled at an operational level.Machine equipment is produced on an assembly line. Scheduling must be based on production orders.Finished products must be packaged and shipped directly from the warehouse.To reduce delivery times and excess inventory, equipment must be produced as needed.The ability to schedule production must be based on resource capacity and the availability of required materials.Production order operations must be scheduled to start only when capacity and materials are available at the same time and in the required quantities.Requirements. Liquid cleaning solution manufacturingProduction is Make to Order and is scheduled at the job level. Products must be manufactured in batches.Finished products must be packaged and shipped directly from the warehouse.You must be able to calculate the estimated consumption of ingredients and ensure that the amount is divisible by the number of units the raw material is available.Formula changes must be reviewed and approved. You must ensure that approved formulas cannot be deleted or edited. Approved formulas may be deactivated.An ingredient used to manufacture unscented cleaning solution is defined as a restricted product. You must be able to automatically print a product safety data sheet (PSDS) with the packing slip for any order that includes unscented cleaning solution.Production must be scheduled to start by date and time according to the order that is specified by the production route.You must implement a scheduled Kanban rule that meets the following requirements:Prevent overloading a work cell for scheduled Kanbans.Visualize excess inventory in a supermarket.Store products in supermarkets before they are consumed or shipped.You must link relevant financial dimension data to the inventory transactions at each site to ensure that you can trace profit and loss figures directly to East site and West site respectively.You must set up production operations for sub-contracting of Pine scent and Orange scent solution to VendorA to ensure that a purchase order is automatically created based on estimation of a production order.Requirements. Costing -The price of raw materials used for manufacturing unscented cleaning solution must be tracked based upon commodity exchange pricing. The margin and cost multiplier must be set up for commodity traded raw material.You must set up cost calculation groups to ensure that indirect costs that originate in the manufacturing of finished goods are recognized and absorbed into the product cost.The production manager needs to set up picking list journals and BOM item consumption.Requirements. Reporting -Production control parameters must be setup for reporting of automatic BOM and Route consumption.You must create reports that include information about cost records and categories for items, and calculation formulas for indirect costs.You must treat manufactured items as purchased items for cost roll-up purposes during BOM calculations and reporting.You must configure automatic route consumption in connection with the automatic running of Report as finished.Requirements. Inventory control -You must not be required to track the lot number for items when you enter inventory information into the system. Lot numbers for items must be entered when items are picked from inventory.Issues -Users report the following issues:The production manager observes that items are being deducted from inventory two times on production jobs. A shop supervisor mistakenly registers the process for assembling batteries for the pressure washers to Registered as prepared. You must reschedule the process for a future date.Customer1 orders 20 barrels of unscented solution. The order is confirmed. Production must be scheduled to start on December 21 to meet the customers delivery deadline.User2 reports that costs for manufactured items are twice as high as expected.User1 reports that the formula for the liquid cleaning solution sometimes changes during production. You must enforce the policies regarding formula editing for current and future use.You need to resolve the production manager issue.How should you configure manufacturing execution? To answer, select the appropriate option in the answer area.NOTE: Each correct selection is worth one point.
HOTSPOT-Case Study-This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.To start the case study-To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.Background-ADatum Corporation is a golf cart manufacturing and rental company. The company produces golf carts, converts them to assets, and then rents them out over a period of time. The engineering team continuously seeks to create innovative, sustainable golf carts to stay current in the industry.Although the company no longer creates gas-powered vehicles, some of its models are still in use as rentals.ADatum Corporation plans to move from multiple, disconnected systems for each team of employees to a connected platform that uses Dynamics 365 Finance and Dynamics 365 Supply Chain Management.Current Environment-Employee teams-• ADatum Corporation has four key teams of employees:o Procurement: A team of buyers who source raw materials for the production of the golf cartso Engineering: A team of engineering designers who continuously modify and improve the bill of materials (BOM) for the golf cartso Production: A team of production employees, including quality assurance (QA), who manages the BOM costs and work on the shop floor to produce the golf cartso Asset Management: A team that manages the golf cart assets, including maintenance and repairs• The company has strict controls and uses engineering change management within its end-to-end operations.Golf cart models-• All new golf carts are rechargeable electric models.• The company has three primary golf cart models:o ModelA is manufactured for commercial customers, such as golf courses. Those golf courses rent ModelA for a fixed period of time. ModelA contains subassemblies that are produced by ADatum Corporation and stored in the warehouse until required for production.o ModelB is manufactured for consumers and can be rented by vacationers, typically for a weekend. ModelB must include turn signals and brake lights to ensure that it is legal to drive on city streets. ModelB golf carts are typically stored in a rented parking lot during peak vacation season. During the off-season, ModelB is stored in ADatum Corporation's headquarters warehouse.o ModelT units are gas-powered units that have been discontinued for production; however, existing assets are available for rent.• All models are considered low-speed vehicles and must not exceed 25 mph.• All golf cart models are owned by ADatum Corporation. None are owned by commercial customers.Requirements-Engineering-• The engineering manager plans to phase out production of the current steel frames and replace them with aluminum frames.• Innovation engineers observe an increase in consumer requests for lifted-style golf carts. ModelB will be used to create a prototype of a newer version.Production-• Golf cart frames for all models must be configured as subassemblies.• The engineering team plans for the lift kit shocks and struts to be assembled for the prototype as a single production order for the lift kit finished good. The lift kit will remain at the end of the assembly line for the prototype.• The QA team must conduct a rigorous set of mandatory tests for the ModelB prototype. Only certified QA team members can complete the checklists. The item will not be available for production until the prototype passes testing.• The lithium batteries must be installed by a certified technician during production.• The raw materials used in the prototype model are also sold directly as spare parts.• The controller requires raw material consumption to be posted in the ledger separately for the prototype production orders.• The warehouse manager requires that ModelA subassemblies must have putaway work created for the warehouse workers. All other subassemblies and finished goods will not require warehouse work. The lift kit subassembly must have a new standard cost created.o Cost Requirement 1: The costs for existing materials are frozen for a period. The incremental costs must be calculated without impacting current frozen costs.o Cost Requirement 2: The incremental cost for the subassembly must be determined based on the raw material purchased parts before it is available as a price.Asset management-• All electric models can be serviced on a quarterly schedule, which is less frequent than the bimonthly gas-powered models.• The controller requires ModelB to be reported separately from other models, and the location of the assets updated at each peak travel season.• Maintenance technicians run a lean schedule and are fully booked out in advance.Issues-Procurement-• Buyer1 reports that the master planning process generated planned purchase orders for steel frame subassemblies. Return orders were created for the steel frames, which should not have been ordered.Production-• The production manager reports that the lithium battery installation step is creating a production backup because of two issues:o Issue 1: Technicians who are not certified are assigned to the battery installation step.o Issue 2: One certified technician is always on site at the production facility; the other certified technician is on call for repairs to rentals and is only substitutes for other technicians occasionally for production.Asset management-• A golf course manager reports that multiple ModelT units are frequently slow to start. The golf course manager requests monthly inspections for ModelT units, but the ModelA units can keep their current schedule.• After the ModelT unit issue was addressed, the golf course manager reports that one of the ModelA units stopped charging. The golf course manager requests a priority repair to be scheduled for the next morning.You need to configure the two lift kit subassembly cost requirements for production.Which methods should you use? To answer, select the appropriate options in the answer area.NOTE: Each correct selection is worth one point.
