《運營管理》課后習題答案

1、.下載可編輯. Chapter02-Competitiveness,Strategy,andProductivity 3. (1) (2) (3) (4) (5) (6) (7) Worker Overhead Material Total MFP Week Output Cost $12x40 Cost1.5 Cost$6 Cost (2)寧(6) 1 30,000 2,880 4,320 2,700 9,900 3.03 2 33,600 3,360 5,040 2,820 11,220 2.99 3 32,200 3,360 5,040 2,760 11,160 2.89 4 35,40

2、0 3,840 5,760 2,880 12,480 2.84 *refer tosolved problem#2 Multifactorproductivitydroppedsteadilyfromahighof3.03toabout 2.84. 4. a.Before：80寧5=16cartsperworkerperhour. After：84寧4=21cartsperworkerperhour. b. Before：($10 x5=$50)+$40=$90；hence80三$90=.89carts/$1. After：($10 x4=$40)+$50=$90；hence84三$90=.9

3、3carts/$1. c. Laborproductivityincreasedby31.25%(21-16)/16). Multifactorproductivityincreasedby4.5%(.93-.89)/.89). *MachineProductivity Before：80 三 40=2carts/$1. After：84 三 50=1.68carts/$l. Productivityincreasedby-16%(1.68-2)/2) Chapter03-ProductandServiceDesign 6.StepsforMakingCashWithdrawalfromanA

4、TM 1. InsertCard：MagneticStripShouldbeFacingDown 2. WatchScreenforInstructions 3. SelectTransactionOptions： 1) Deposit 2) Withdrawal 3) Transfer .下載可編輯. 4) Other 4. EnterInformation： .下載可編輯. 1) PINNumber 2) SelectaTransactionandAccount 3) EnterAmountofTransaction 5. Deposit/Withdrawal: 1)Depositplac

5、einanenvelope(whichyoullfidnnearorintheATM)andinsertitintothedepositslot 2)Withdrawalliftthe“WithdrawalDoor,”beingcarefultoremoveallcash 6. Removecardandreceipt(whichservesasthetransactionrecord) 8. Technical RequirementsCustomerRequirements Ingredients Handling Preparation Taste V V Appearance V V

6、V Texture/consistency V V Chapter04-StrategicCapacityPlanningforProductsandServices 2.Efficiency=ActualoutPut=80% Effectivecapacity Actualoutput=.8(Effectivecapacity) Effectivecapacity=.5(Designcapacity) Actualoutput=(.5)(.8)(Effectivecapacity) Actualoutput=(.4)(Designcapacity) Actualoutput=8jobs Ut

7、ilization=.4 Actualoutput Utilization= Designcapacity DesignCapacity= Actualoutput Effectivecapacity 8=20jobs 10.a.Given:10hrs.or600min.ofoperatingtimeperday. 250daysx600min.=150,000min.peryearoperatingtime. Totalprocessingtimebymachine Product A B C 1 48,000 64,000 32,000 2 48,000 48,000 36,000 3 3

8、0,000 36,000 24,000 4 60,000 60,000 30,000 Total 186,000 208,000 122,000 N=186,000=1.24沁2machine A150,000 N=208,000=1.38沁2machine B150,000 122,000 N=.81u1machine C150,000 Youwouldhavetobuytwo“A”machinesatatotalcostof$80,000,ortwo“B”machinesatatotalcostof$60,000,orone“C”machineat$80,000. b.Totalcostf

9、oreachtypeofmachine:b.Totalcostforeachtypeofmachine: A(2)：186,000min一60=3,100hrs.x$10=$31,000+$80,000=$111,000 B(2):208,000一60=3,466.67hrs.x$11=$38,133+$60,000=$98,133 C(1)：122,000一60=2,033.33hrs.x$12=$24,400+$80,000=$104,400 Buy2Bsthesehavethelowesttotalcost. Chapter05-ProcessSelectionandFacilityLa

10、yout .下載可編輯. Desiredoutput=4 Operatingtime=56minutes Task#ofFollowingPositionaltasksWeight 2320182518292414 a.Firstrule:mostfollowers.Secondrule:largestpositionalweight. AssemblyLineBalancingTable(CT=14) WorkStation Task TaskTime TimeRemaining Feasibletasks Remaining I F 5 9 A,D,G A 3 6 B,G G 6 一 一

11、II D 7 7 B,E B 2 5 C C 4 1 一 III E 4 10 H H 9 1 一 IV I 5 9 一 CT= Operatingtime Desiredoutput 56minutesperhour 4unitsperhour =14minutesperunit .下載可編輯. b.Firstrule:Largestpositionalweight. AssemblyLineBalancingTable(CT=14) WorkStation Task TaskTime TimeRemaining Feasibletasks Remaining I F 5 9 A,D,G D

12、 7 2 一 II G 6 8 A,E A 3 5 B,E B 2 3 一 III C 4 10 E E 4 6 一 IV H 9 5 I I 5 一 2.MinimumCt=1.3minutes TaskFollowingtasks a bcd c. Efficiency= Totaltime CTxno.ofstations 45=80.36% 56 4. 4 3 3 2 a.l. .下載可編輯. 工(idletime).6 Idlepercent=11.54percent NxCT4(1.3) OUtPUt=詈詈=書需/粽=323.1(rUndStO切泅/day 4. WorkStati

13、on Eligible Assign TimeRemaining IdleTime I a A 1.1 b,c,e, (tie) B 0.7 C 0.4 E 0.3 0.3 II d D 0.0 0.0 III f,g F 0.5 G 0.2 0.2 IV h H 0.1 0.1 0.6 e fgh 3 2 1 0 3. 4. b. 1. Totaltime=4.6,CT Totaltime4.6 =2.3minutes N2 2. c, 3. Assigna,b,c,d, Assignf,g,andh OT420 Output= CT2.3 andetostation1:2.3minutes

14、noidletime tostation2:2.3minutes =182.6copiers/day .下載可編輯. MaXimUmCtiS4.6.0UtPUt=彳池:駕=91.30C0PierS/day 7. 1 5 4 3 8 7 .下載可編輯. 3. 8. 9. 6 2 Element PR OT NT AF ST 1 .90 .46 .414 JUU .476 2 .85 1.505 1.280 1.15 1.472 3 1.10 .83 .913 1.15 1.050 4 1.00 1.16 1.160 1.15 1.334 Total 4.332 Chapter06-WorkDes

15、ignandMeasurement A=24+ 10+14 NT=6(.95)=5.70min. ST=5.70 x1 1-.20 48minutesper =7.125min. hours a Element PR OT NT A ST 1 1.10 1.19 1.309 1.15 1.505 2 1.15 .83 .955 1.15 1.098 3 1.05 .56 .588 1.15 .676 b. x=.83 s=.034 z=2.00 A=.01 c.e=.01minutes ZS)2 n= (2(.034)丫 V.01(.83)丿 =67.1268observations (zs2

16、Ve丿 (2(.034)丫 V.01J =46.24,roundto47 .下載可編輯 1. Factor Localbank Steelmill Foodwarehouse Publicschool 1. Convenienceforcustomers H L M-H M-H 2. Attractiveness ofbuilding H L M M-H 3. Nearnesstorawmaterials L H L M 4. Largeamountsofpower L H L L 5. Pollutioncontrols L H L L 6. Laborcostandavailability

17、 L M L L 7. Transportation costs L M-H M-H M 8. Constructioncosts M H M M-H Chapter07-LocationPlanningandAnalysis .下載可編輯. Location(a)Location(b) 4.FactorABCWeighABCt 1 BusinessServices 9 5 5 2/9 18/9 10/9 10/9 2 CommunityServices 7 6 7 1/9 7/9 6/9 7/9 3 RealEstateCost 3 8 7 1/9 3/9 8/9 7/9 4 Constru

18、ctionCosts 5 6 5 2/9 10/9 12/9 10/9 5 CostofLiving 4 7 8 1/9 4/9 7/9 8/9 6 Taxes 5 5 5 1/9 5/9 5/9 4/9 7 Transportation 6 7 8 1/9 6/9 7/9 8/9 Total Eachfactorhasa 39 weight 44 of1/7. 45 1.0 53/9 55/9 54/9 a394445 CompositeScores .777 BorCisthebestandAisleastdesirable. bBusinessServicesandConstructio

19、nCostsbothhaveaweightof2/9;theother.factorseachhaveaweightof1/9. 5x+2x+2x=1x=1/9 cABC CompositeScores .53/955/954/9 BisthebestfollowedbyCandthenA.下載可編輯. Hence,thecenterofgravityisat(5,4)andthereforetheoptimallocation. Chapter08-ManagementofQuality 1.Checksheet 5. Location x y A 3 7 B 8 2 C 4 6 D 4 1

20、 E 6 4 Totals 25 20 工 Di X= =25=5.0 y=. 2n 5 n 5 =4.0 12 .下載可編輯. WorkType Frequency LubeandOil 12 Brakes 7 Tires 6 Battery 4 Transmission 1 Total 30 Pareto .下載可編輯. 0 breaklunchbreak Therunchartsseemstoshowapatternoferrorspossiblylinkedtobreaktimesortheendoftheshift.Perhapsworkersarebecomingfatigued.

21、Ifso,perhapstwo10minutebreaksinthemorningandagainintheafternooninsteadofone20minutebreakcouldreducesomeerrors.Also,errorsareoccurringduringthelastfewminutesbeforenoonandtheendoftheshift,andthoseperiodsshouldalsobegivenmanagementsattention. .下載可編輯. 4. Sample Mean Range 1 79.48 2.6 MeanChart：=AR=79.96

22、0.58(1.87) 2 2 80.14 2.3 =79.961.08 3 80.14 1.2 UCL=81.04,LCL=78.88 4 79.60 1.7 RangeChart：UCL=DRR=2.11(1.87)=3.95 4 5 80.02 2.0 LCL=DRR=0(1.87)=0 3 6 80.38 1.4 Bothchartssuggesttheprocessisincontrol：Neitherhasanypointsoutsidethelimits. Chapter9-QualityControl 6.n=200 ControlLimits= 7. 13(200)一.O096

23、 =.0096土2：0096(-9904) =.0096土.0138 200 Thus,UCLis.0234andLCLbecomes0. Sincen=200,thefractionrepresentedbyeachdatapointishalftheamountshown.E.g.,1defective=.005,2defectives=.01,etc. Sample10istoolarge. -110 c= 14 =7.857 Controllimits:c土3C=7.857土8.409 UCLis16.266,LCLbecomes0. Allvaluesarewithinthelimi

24、ts. 14.LetUSL=UpperSpecificationLimit,LSL=LowerSpecificationLimit, X=Processmean,G=Processstandarddeviation ForprocessH: .下載可編輯. X-LSL15-14.1cc =.93 3b(3)(.32) USL-X16-15“c, =1.04 3b(3)(.32) C,=min93&1.04)=.93pk .931.0,notcapable ForprocessK: X-LSL33-30仆二=時= Cpk=min1.0,1.17=1.0 pk Assumingtheminimum

25、acceptableCis1.33,since1.01.33,theprocesspk isnotcapable. ForprocessT: XLSL18.516.5 =1.67 3b(3)(0.4) USLX20.1-18.5 =1.33 3b(3)(0.4) C=min1.67,1.33=1.33 pk Since1.33=1.33,theprocessiscapable. Chapter10-AggregatePlanningandMasterScheduling 7.a.Nobacklogsareallowed Period Mar Apr MaJun July Aug Sep Tot

26、al Forecast 50 44 55 60 50 40 51 350 Output Regular 40 40 40 40 40 40 40 280 Overtime 8 8 8 8 8 3 8 51 Subcontract 2 0 3 12 2 0 0 19 Output-Forecast 0 4 -4 0 0 3 -3 Inventory Beginning 0 0 4 0 0 0 3 Ending 0 4 0 0 0 3 0 Average 0 2 2 0 0 1.1.5 7 Backlog Costs： Regular 0 0 0 0 0 0 0 0 3,200 3,200 3,2

27、00 3,200 3,200 3,200 3,200 22,400 USL-X 3b 36.5-33 (3)(1) =1.17 .下載可編輯. Overtime 960 960 960 960 960 360 960 6,120 Subcontract 280 0 420 1,680 280 0 0 2,660 Inventory 0 20 20 0 0 15 15 70 Total 4,440 4,180 4,600 5,840 4,440 3,575 4,175 31,250 b.Levelstrategy Period Mar. Apr. May Jun. July Aug. Sep.

28、Total Forecast 50 44 55 60 50 40 51 350 Output Regular 40 40 40 40 40 40 40 280 Overtime 8 8 8 8 8 8 8 56 Subcontract 2 2 2 2 2 2 2 14 Output-Forecast 0 6 -5 -10 0 10 -1 Inventory Beginning 0 0 6 1 0 0 1 Ending 0 6 1 0 0 1 0 Average 0 3 3.5 0 .5 .5 8 Backlog 0 0 0 9 9 0 0 18 Costs： Regular 3,200 3,2

29、00 3,200 3,200 3,200 3,200 3,200 22,400 Overtime 960 960 960 960 960 960 960 6,720 Subcontract 280 280 280 280 280 280 280 1,960 Inventory 30 35 5 0 5 5 80 Backlog 180 180 360 Total- 4440 4470 4475 4625 4620 4445 4445 31520 Period 1 2 3 4 5 6 Total Forecast 160 150 160 180 170 140 960 Output Regular

30、 150 150 150 150 160 160 920 Overtime 10 10 0 10 10 10 50 Subcontract 0 0 10 10 0 0 20 Output-Forecast 0 10 0 -10 0 0 Inventory Beginning 0 0 10 10 0 0 Ending 0 10 10 0 0 0 Average 0 5 10 5 0 0 20 Backlog 0 0 0 0 0 0 0 Costs： Regular 7,500 7,500 7,500 7,500 8,000 8,000 46,000 Overtime 750 750 0 750

31、750 750 3,750 Subcontract 0 0 800 800 0 0 1,600 Inventory 20 40 20 80 Backlog 0 0 0 0 0 0 Total 8,250 8,270 8,340 9,070 9,050 8,750 51,430 Chapter11-MRPandERP .下載可編輯. 1.a. F2 G: 1 H: 1 J2x2=4 L: 1x2=2 A: 1x4=4 D2x4=8 J: 1x2=2 D: 1x2=2 Totals:F=2;G=1;H=1;J=6;D=10;L=2;A=4 WoodSections Beg. Inv. 1 2 3

32、4 5 6 7 Grossrequirements 200 300 400 Scheduledreceipts 100 Projectedonhand 100 100 Netrequirements 100 300 400 Planned-orderreceipts 100 300 400 Planned-orderreleases 400 400 Braces Beg. Inv 1 2 3 4 5 6 7 Grossrequirements 300 450 600 Master Day Beg. Inv. 1 2 3 4 5 6 7 Quantity 100 150 200 Table Be

33、g. Inv 1 2 3 4 5 6 7 Grossrequirements 100 150 200 Scheduledreceipts Projectedonhand Netrequirements 100 150 200 Planned-orderreceipts 100 150 200 Planned-orderreleases 100 150 200 4. Schedule .下載可編輯. Scheduledreceipts Projectedonhand 60 60 60 60 Netrequirements 240 450 600 Planned-orderreceipts 240

34、 450 600 Planned-orderreleases 240 450 600 Legs Beg. Inv. 1 2 3 4 5 6 7 Grossrequirements 400 600 800 Scheduledreceipts Projectedonhand 120 120 120 120 88 88 71 Netrequirements 280 600 800 Planned-orderreceipts 308 660 880 Planned-orderreleases 968 880 a.Capacityutilization Week 1 2 3 4 Labor 53.3%

35、106.7% 80% 93.3% Machine 60% 120% 90% 105% b.Capacityutilizationexceeds100%forbothlaborandmachineinweek2,andformachinealoneinweek4. Productioncouldbeshiftedtoearlierorlaterweeksinwhichcapacityisunderutilized.Shiftingtoanearlierweekwouldresultinaddedcarryingcosts;shiftingtolaterweekswouldmeanbackorde

36、rcosts. Anotheroptionwouldbetoworkovertime.Laborcostwouldincreaseduetoovertimepremium,aprobabledecreaseinproductivity,andpossibleincreaseinaccidents.10. Week 1 2 3 4 Material 40 80 60 70 Week 1 2 3 4 Laborhr. 160 320 240 280 Mach.hr. 120 240 180 210 .下載可編輯. Chapter12-InventoryManagement 2.Thefollowi

37、ngtablecontainsfiguresonthemonthlyvolumeandunitcostsforarandomsampleof16itemsforalistof2,000inventoryitems. Item Unit Cost Usage Dollar UsageCategory K34 10 200 2,000 C K35 25 600 15,000 A K36 36 150 5,400 B MIO 16 25 400 C M20 20 80 1,600 C Z45 80 250 16,000 A F14 20 300 6,000 B F95 30 800 24,000 A

38、 F99 20 60 1,200 C D45 10 550 5,500 B D48 12 90 1,080 C D52 15 110 1,650 C D57 40 120 4,800 B N08 30 40 1,200 C P05 16 500 8,000 B P09 10 30 300 C a.Seetable. b.Toallocatecontrolefforts. c.Itmightbeimportantforsomereasonotherthandollarusage,suchascostofastockout,usagehighlycorrelatedtoanAitem,etc. 3

39、. D=1,215bags/yr. S=$10 H=$75 a. 八i12DS,2(1,215)10 Q=H=75_ =18bags b.Q/2=18/2=9bags .下載可編輯. c.D=I2】5曲=67.5orders Q18bags/orders e.Assumingthatholdingcostperbagincreasesby$9/bag/year 171,215 TC二(84)+(10)二714+714.71二$1,428.71 217 Increaseby$1,428.71-$1,350=$78.71 4.D=40/dayx260days/yr.=10,400packages

40、S=$60H=$30 2DS_i2(10,400)60 H30 =203.96=204boxes 20410,400 =(30)+(60)=3,060+3,058.82=$6,118.82 2204 c.Yes TC=3,000+3,120=$6,120 200 6,120-6,118.82(only$1.18higherthanwithEOQ,so200 acceptable.) 7.H=$2/month S=$55 D=100/month(months1-6) 1 d. . TC=Q/2H+DS 1,215 18 (10)二675+675二$1,350 ： 2(1,215)(10) 84

41、=17bags a. Q0 d. TC200 200 (30)+ 10,400 200 (60) is .下載可編輯. D=150/month(months7-12) 2 =74.16 a. .下載可編輯. b.TheEOQmodelrequiresthis. c.Discountof$10/orderisequivalenttoS-10=$45(revisedordering cost) Imax=P(p一 u)=II4(30)=309.84tonsapprox.6,196.8bags AverageisImax:309,48=154.92tonsapprox.3,098bags 22 Ru

42、nlength=Q=1033days TC50= +黑黑45)=$ $140* * TC 100 =100(2)+100(45)=$145 2100 TC 150 =150(2)+100(45)=$180 2150 7-12TC91= $181.66 TC二 50 50(2)+150(45)=$185 250 TC= 100 :型(2)+旦(45)=$167.5* 2100 TC= 150 ：竺(2)+竺(45)=$195 2150 p=50/ton/dayu=20tons/da200days/yr._ D=20tons/dayx200days/yr.= 10. =$148.32 1-6TC7

43、4 S= 4,000tons/yr. a. Q0=、： Hp-u .2(4,000)100：50 5V50-20=516.40tOnS10,328bagS d. Runsperyear= D4,000=7.75approx.8 Q一516.4 e. Q=258.2 D2：Q0J呼呼 =90.83 $100 $5/tonperyr. b. c. .下載可編輯. 15 TC=打axH+DS 2Q TC orig. TC rev. Savingswouldbe =$1,549.00 =$774.50 $774.50 Range P H Q D=4,900 0-999 $5.00 $2.00 495

44、seats/yr. H=.4P 1,000-3,99 4.95 1.98 497 N 9 S=$50 4,000-5,99 4.90 1.96 500 N 9 6,000+ 4.85 1.94 503 N Compare TCforalllowerpricebreaks: TC 495 TCwith 495 495($2) 2+ 4,900 495 ($50) +$5.00(4,900)= $25,490 TC 1,000 1,000($1.98) 2+ 4,900 1,000 ($50) +$4.95(4,900)=$25,490 TC 4,000 4,000($1.96) 2+ 4,900

45、 4,000 ($50) TC 6,000 6,000($1.94) 2+ 4,900 6,000 ($50) +$4.90(4,900)=$27,991 +$4.85(4,900)=$29,626 22. Hence,onewouldbeindifferentbetween495or1,000units ROP=170gal. .下載可編輯. LT=4days, ss=ZQ=50gal dLT Risk=9%Z=1.34Solving,q=37.31 dLT 3%Z=1.88,ss=1.88x37.31=70.14gal. Chapter13-JITandLeanOperations 1.N

46、=?DT(1+X) N= D=80piecesperhourC T=75min.=1.25hr.80(1.25) =(1.35)=3 C=4545 X=.35 4.Thesmallestdailyquantityevenlydivisibleintoallfourquantitiesis 3.Therefore,usethreecycles. ProductDailyquantityUnitspercycle A 21 21/3=7 B 12 12/3=4 C 3 3/3=1 D 15 15/3=5 5. a.Cycle 12 3 4 b.Cycle 1 2 A 6 6 5 5 A 11 11

47、 B 3 3 3 3 B 6 6 C 1 1 1 1 C 2 2 D 4 4 5 5 D 8 8 E 2 2 2 2 E 4 4 c.4cycles=lowerinventory,moreflexibility 2cycles=fewerchangeovers 7.Netavailabletime=480-75=405.Takttime=405/300unitsperday=1.35minutes. .下載可編輯. Chapter15-Scheduling 6.a.FCFS:A-B-C-D .下載可編輯. SPT：D-C-B-A EDD：C-B-D-A CR：A-C-D-B Job Jobtime (days) Flowtime (days) Duedate (days) Daystardy A 14 14 20 0 B 10 24 16 8 C 7 31 15 16 D 6 37 17 20 37 106 44 Job Jobtime (days) Flowtime (days) Duedate (days) Daystardy D 6 6 17 0 C 7 13 15 0 B 10 23 16 7 A 14 37 20