運(yùn)營管理課后習(xí)題答案

Chapter02-Competitiveness,Strategy,andProductivity

3.(1)(2)(3)(4)(5)(6)(7)

WorkerOverheadMaterialTotalMFP

WeekOutputCost@Cost@1.5Cost@$6Cost(2)+(6)

$12x40

130,0002,8804,3202,7009,9003.03

233,6003,3605,0402,82011,2202.99

332,2003,3605,0402,76011,1602.89

435,4003,8405,7602,88012,4802.84

*refertosolvedproblem#2

Multifactorproductivitydroppedsteadilyfromahighof3.03toabout

2.84.

4.a.Before:80+5=16cartsperworkerperhour.

After:84+4=21cartsperworkerperhour.

b.Before:($10x5=$50)+$40=$90;hence80-r$90=.89carts/$1.

After:($10x4=$40)+$50=$90;hence844-$90=.93carts/$1.

c.Laborproductivityincreasedby31.25%((21-16)/16).

Multifactorproductivityincreasedby4.5%((.93-,89)/.89).

*MachineProductivity

Before:804-40=2carts/$1.

After:844-50=1.68carts/$1.

Productivityincreasedby-16%((1.68-2)/2)

Chapter03-ProductandServiceDesign

6.StepsforMakingCashWithdrawalfromanATM

1.InsertCard:MagneticStripShouldbeFacingDown

2.WatchScreenforInstructions

3.SelectTransactionOptions:

1)Deposit

2)Withdrawal

3)Transfer

4)Other

4.EnterInformation:

1)PINNumber

2)SelectaTransactionandAccount

3)EnterAmountofTransaction

5.Deposit/Withdrawal:

1)Deposit—placeinanenvelope(whichyou'IIfindnearorinthe

ATM)andinsertitintothedepositslot

2)Withdrawal—liftthe“WithdrawalDoor,"beingcarefultoremove

allcash

6.Removecardandreceipt(whichservesasthetransactionrecord)

8.

Technical

RequirementsIngredientsHandlingPreparation

CustomerRequirements

TasteJJ

AppearanceJJJ

Texture/consistencyJV

Chapter04-StrategicCapacityPlanningforProductsandServices

>.Actualoutput

2.Efficiency=-------------------------=80%

Effectivecapacity

Actualoutput=.8(Effectivecapacity)

Effectivecapacity=.5(Designcapacity)

Actualoutput=(.5)(.8)(Effectivecapacity)

Actualoutput=(.4)(Designcapacity)

Actualoutput=8jobs

Utilization=.4

Actualoutput

Utilization=

Designcapacity

DesignCapacity=_Act問output_=2=20jobs

Effectivecapacity.4

10.a.Given:10hrs.or600min.ofoperatingtimeperday.

250daysx600min.=150,000min.peryearoperatingtime.

Totalprocessingtimebymachine

ProductABC

148,00064,00032,000

248,00048,00036,000

330,00036,00024,000

460,00060,00030,000

Total186,000208,000122,000

3=l.24=2machine

NA

150,000

_208,000

N=1.38牝2machine

B=150,000

122,000

Nc=.81machine

150,000

Youwouldhavetobuytwo“A"machinesatatotalcostof$80,000,

ortwo"B"machinesatatotalcostof$60,000,orone"C”

machineat$80,000.

b.Totalcostforeachtypeofmachine:

A(2):186,000min+60=3,100hrs.x$10=$31,000+$80,000=$111,000

B(2):208,000+60=3,466.67hrs.x$11=$38,133+$60,000=$98,133

C(1):122,000-60=2,033.33hrs.x$12=$24,400+$80,000=$104,400

Buy2Bs—thesehavethelowesttotalcost.

Chapter05-ProcessSelectionandFacilityLayout

Desiredoutput=4

Operatingtime=56minutes

三十Operatingtime56minutesperhour.

CT=--------------------=----------------------------=14minutesperunit

Desiredoutput4unitsperhour

Task#ofFollowingPositional

tasksWeight

A423

B320

C218

D325

E218

F429

G324

H114

I05

a.Firstrule:mostfollowers.Secondrule:largestpositional

weight.

AssemblyLineBalancingTable(CT=14)

WorkStationTaskTaskTimeTimeRemainingFeasibletasks

Remaining

IF59A,D,G

A36B.G

G6--

IID77B,E

B25C

C41-

IIIE410H

H91-

IVI59-

b.Firstrule:Largestpositionalweight.

AssemblyLineBalancingTable(CT=14)

Feasibletasks

WorkStationTaskTaskTimeTimeRemaining

Remaining

IF59A,D,G

D72-

IIG68A,E

A35B.E

B23-

IIIC410E

E46-

IVH95I

I5-

c.Efficiency二丁附1time「—=80.36%

CTxno.ofstations56

2.MinimumCt=1.3minutes

TaskFollowingtasks

a4

b3

c3

d2

e3

f2

g1

h0

WorkStationEligibleAssignTimeRemainingIdleTime

IaA1.1

b,c,e,B0.7

(tie)

C0.4

E0.30.3

IIdD0.00.0

IIIf,gF0.5

G0.20.2

IVhH0.10.1

0.6

3.Idlepercent=工的后time)==11.54percent

NxCT4(1.3)

4.Output=?!=420min./day=323.1(roundsto323)copiers/day

CT1.3min./cycle

b.1.Totaltime=4.6,CT=time=竺=2.3minutes

N2

2.Assigna,b,c,d,andetostation1:2.3minutes[noidletime]

Assignf,g,andhtostation2:2.3minutes

3.Output_S_==182.6copiers/day

CT2.3

4.

420mm./day」

MaximumCtis4.6.Output----------------------=91.30copiers/day

4.6min./cycle

Chapter06-WorkDesignandMeasurement

ElementPROTNTAFiobST

1.90.46.4141.15.476

2.851.5051.2801.151.472

31.10.83.9131.151.050

41.001.161.1601.151.334

Total4.332

8.A=24+10+14=48minutesper4hours

A=—=.20

240

NT=6(.95)=5.70min.

ST=5.70x--------=7.125min.

1-.20

9.a

ElementPROTNTAST

11.101.191.3091.151.505

21.15.83.9551.151.098

31.05.56.5881.15.676

b.

x=.83

22

s=.034；zs)「2(.034))

n=i一I=?-----------|=67.12-68observations

z=2.00ax101(.83”

A=.01

c.e=.01minutesn=46.24,roundto47

Chapter07-LocationPlanningandAnalysis

FactorLocalbankSteelmillFoodwarehousePublicschool

1.Conveniencefor

customersHLM-HM-H

2.Attractiveness

ofbuildingHLMM-H

3.Nearnesstoraw

materialsLHLM

4.Largeamounts

ofpowerLHLL

5.Pollution

controlsLHLL

6.Laborcostand

availabilityLMLL

7.Transportation

costsLM-HM-HM

8.Construction

costsMHMM-H

Location(a)Location(b)

4.FactorABCWeighABC

t

1BusinessServices9552/918/910/910/9

2CommunityServices7671/97/96/97/9

3RealEstateCost3871/93/98/97/9

4ConstructionCosts5652/910/912/910/9

5CostofLiving4781/94/97/98/9

6Taxes5551/95/95/94/9

7Transportation6781/96/97/9____8/9

Total3944451.053/955/954/9

Eachfactorhasaweightof1/7.

a「0394445

CompositeScores-........—

BorCisthebestandAisleastdesirable.

bBusinessServicesandConstructionCostsbothhaveaweightof2/9;theother

factorseachhaveaweightof1/9.

5x+2x+2x=1=x=1/9

cABC

CompositeScores-----------------------------

.53/955/954/9

BisthebestfollowedbyCandthenA.

Xy

Location

5.

A37

B82

C46

D41

E64

Totals2520

Zxj

r==25=5.0=4.0

n5n5

Hence,thecenterofgravityisat(5,4)andthereforetheoptimal

location.

Chapter08-ManagementofQuality

1.Checksheet

WorkTypeFrequency

LubeandOil12

Brakes7

Tires6

Battery4

Transmission1

Total30

Pareto

breaklunchbreak

Therunchartsseemstoshowapatternoferrorspossiblylinkedtobreaktimesor

theendoftheshift.Perhapsworkersarebecomingfatigued.Ifso,perhapstwo10

minutebreaksinthemorningandagainintheafternooninsteadofone20minute

breakcouldreducesomeerrors.Also,errorsareoccurringduringthelastfew

minutesbeforenoonandtheendoftheshift,andthoseperiodsshouldalsobegiven

managementsattention.

4

OtherCord

Chapter9-QualityControl

SampleMeanRange

4.

179.482.6MeanChart:X±A2R=79.96±0.58(1.87)

280.142.3=79.96±1.08

380.141.2UCL=81.04,LCL=78.88

479.601.7RangeChart:UCL=D市=2.11(1.87)=3.95

580.022.0LCL=D3R=0(1.87)=0

680.381.4[Bothchartssuggesttheprocessisincontrol:Neither

hasanypointsoutsidethelimits.]

6.n=200ControlLimits=f回亙

\n

-c.0096(.9904)

25=.0096±2、-----2--------L

=.0096V200

13(200)

=.0096±.0138

Thus,L)CLis.0234andLCLbecomes0.

Sincen=200,thefractionrepresentedbyeachdata

pointishalftheamountshown.E.g.,1defective

=.005,2defectives=.01,etc.

Sample10istoolarge.

-u

7.c=——=7.857Controllimits:c±3jc=7.857±8.409

14

UCLis16.266,LCLbecomes0.

Allvaluesarewithinthelimits.

14.LetUSL=UpperSpecificationLimit,LSL=LowerSpecificationLimit,

只=Processmean,o=Processstandarddeviation

ForprocessH:

X_LSL15-14.193

=

3a73jC32T='

USL-X-J6-15=104

3Q(3)(.32)

Cpk=min{938,1.04}=.93

.93<1.0,notcapable

ForprocessK:

X-LSL_33_30_10

3o=(3)(1),

USL亞36.5-3317

30(3)(1)'

CPk=min{1.0,1.17}=1.0

Assumingtheminimumacceptableis1.33,since1.0<1.33,theprocess

isnotcapable.

ForprocessT:

X-LSL_18.5-16.5」67

3o=(3)(0.4).

USL-X_20.1-18.5_133

3a(3)(0.4)=?

Cpk=min{1.67,1.33}=1.33

Since1.33=1.33,theprocessiscapable.

Chapter10-AggregatePlanningandMasterScheduling

7.a.Nobacklogsareallowed

PeriodMar.Apr.MayJun.JulyAug.Sep.Total

Forecast50445560504051350

Output

Regular40404040404040280

Overtime888883851

Subcontract2031220019

Output-Forecast04-4003-3

Inventory

Beginning0040003

Ending0400030

Average022001.51.57

Backlog00000000

Costs:

Regular3,2003,2003,2003,2003,2003,2003,20022,400

Overtime9609609609609603609606,120

Subcontract28004201,680280002,660

Inventory0202000151570

Total4,4404,1804,6005,8404,4403,5754,17531,250

b.Levelstrategy

PeriodMar.Apr.MayJun.JulyAug.Sep.Total

Forecast50445560504051350

Output

Regular40404040404040280

Overtime888888856

Subcontract222222214

Output-Forecast06_5-10010-1

Inventory

Beginning0061001

Ending0610010

Average033.5.50.5.58

Backlog000990018

costs:

Regular3,2003,2003,2003,2003,2003,2003,20022,400

Overtime9609609609609609609606,720

Subcontract2802802802802802802801,960

Inventory3035505580

Backlog180180360

Total4,4404,4704,4754,6254,6204,4454,44531,520

Period123456Total

Forecast160150160180170140960

Output

Regular150150150150160160920

Overtime1010010101050

Subcontract0010100020

Output-Forecast0100-1000

Inventory

Beginning00101000

Ending01010000

Average051050020

Backlog0000000

uosis:

Regular7,5007,5007,5007,5008,0008,00046,000

Overtime75075007507507503,750

Subcontract00800800001,600

Inventory20402080

Backlog000000

Total8,2508,2708,3409,0709,0508,75051,430

Chapter11-MRPandERP

1.a.F:2G:1H:1

J:2x2=4L:1x2=2A:1x4=4

D:2x4=8J:1x2=2D:1x2=2

Totals:F=2;G=1;H=1;J=6;D=10;L=2;A=4

Beg.

Day1234567

Inv.

Schedule

Quantity100150200

Beg.

Table1234567

Inv.

Grossrequirements100150200

Scheduledreceipts

Projectedonhand

Netrequirements100150200

Planned-orderreceipts100150200

Planned-orderreleases100150200

Beg.

WoodSections1234567

Inv.

Grossrequirements200300400

Scheduledreceipts100

Projectedonhand100100

Netrequirements100300400

Planned-orderreceipts100300400

Planned-orderreleases400400

Beg.

Braces1234567

Inv

Grossrequirements300450600

Scheduledreceipts

Projectedonhand60606060

Netrequirements240450600

Planned-orderreceipts240450600

Planned-orderreleases240450600

Beg.

Legs1234567

Inv.

Grossrequirements400600800

Scheduledreceipts

Projectedonhand120120120120888871

Netrequirements280600800

Planned-orderreceipts308660880

Planned-orderreleases968880

10.Week1234

Material40806070

Week1234

Laborhr.160320240280

Mach.hr.120240180210

a.Capacityutilization

Week1234

Labor53.3%106.7%80%93.3%

Machine60%120%90%105%

b.Capacityutilizationexceeds100%forbothlaborandmachineinweek

2,andformachinealoneinweek4.

Productioncouldbeshiftedtoearlierorlaterweeksinwhichcapacity

isunderutilized.Shiftingtoanearlierweekwouldresultinadded

carryingcosts;shiftingtolaterweekswouldmeanbackordercosts.

Anotheroptionwouldbetoworkovertime.Laborcostwouldincreasedue

toovertimepremium,