运营管理pdf课后作业及答案.docx
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运营管理pdf课后作业及答案
流程分析P135pro9（process）
（1）100*12=1200；
（2）挑选：
1200/80=15H
包装：
1200/60=20H；
（3）（100-80）*12=240；
（4）（80-60）*15=300；
（5）挑选流程时间：
1200/80=15H
包装流程时间：
1200/120=10H
排队等待挑选最大订单数：
（100-80）*12=240
排队等待包装最大订单数：
0
设施布局p200-201pro3、4、6（layout）
a.
b.C=productiontimeperday/requiredoutputperday=（8hour/day）（3600seconds/hour）/240unitsperday=120secondsperunit
c.
Workstation
Task
Tasktime
Idletime
I
A
D
60
50
10
II
B
C
80
20
20
III
E
F
90
30
0
IV
G
H
30
60
30
d.Efficiency=
=
=.875or87.5%
b.C=productiontimeperday/requiredoutputperday=（450minutes/day）/360unitsperday=1.25minutesperunitor75secondsperunit
c.
Workstation
Task
Tasktime
Idletime
I
A
C
E
30
30
15
0
II
F
65
10
III
B
G
35
40
0
IV
D
H
35
25
15
d.Efficiency=
=
=.917or91.7%
From/to
Distances-rectilinear
Flow
Cost=distanceXflowX$2
AtoB
100’
10
$2,000
AtoC
200’
25
10,000
AtoD
250’
55
27,500
BtoC
100’
10
2,000
BtoD
150’
5
1,500
CtoD
50’
15
1,500
Total
$44,500
过程能力和统计过程控制p3141
（1）
（2）,2
（1）,14（SPC）
Defectiveaverage=.04,inspectionrate=50perhour,costofinspector=$9perhour,andrepaircostis$10each.
a.
Calculation
Costperhour
Noinspection
.04*（50）*$10
$20
Inspection
9
Therefore,itischeapertoinspectinthiscase.
b.Costperunitforinspection=$9/50=$.18
a.
=.889
X-double-bar—A2*R-bar
2.03–（.48*.35）=1.852
销售与运营计划p517pro3,4（aggregateplanning）
Forecast
BeginningInventory
Productionrequired
Productionhoursrequired
Productionhoursavailable
Overtimehours
Actualproduction
Endinginventory
Workershired
Workerslaidoff
February
80000
0
80000
20000
16000
80000
0
25*
March
64000
0
64000
16000
16000
64000
0
25
April
100000
0
100000
25000
16000
5000
84000
-16000
May
40000
-16000
56000
14000
16000
64000
8000
Back
order
Overtime
Hiring
Layoff
Inventory
Straighttime
Total
February
$1,250
$200,000
$201,250
March
$1,750
$160,000
$161,750
April
$320,000
$75,000
$160,000
$555,000
May
$80000
$160,000
$240,000
Total
$1,158,000
*（20,000-16,000）/（8*20）=25workers
Forecast
BeginningInventory
Productionrequired
Productionhoursrequired
Productionhoursavailable
Overtimehours
Actualproduction
Endinginventory
Workershired
Workerslaidoff
Spring
20000
1000
19000
38000
28000
10000
19000
0
Summer
10000
0
10000
20000
28000
10000
0
20
Fall
15000
0
15000
30000
20000
15000
0
25
Winter
18000
0
18000
36000
30000
15000
-3000
Back
order
Overtime
Hiring
Layoff
Inventory
Straighttime
Total
Spring
$150,000
$280,000
$430,000
Summer
$4,000
$200,000
$204,000
Fall
$2,500
$300,000
$302,500
Winter
$24,000
$300,000
$324,000
Total
$1,260,500
库存控制p548pro8,11,27（inventory）
物料需求计划p576pro10,11（MRP）
Period
1
2
3
4
5
6
7
8
9
10
Item
A
LT=
1
Q=
L4L
Grossrequirements
30
30
40
Scheduledreceipts
Onhandfrompriorperiod
20
20
0
0
0
0
0
0
Netrequirements
10
30
40
Plannedorderreceipts
10
30
40
Plannedorderreleases
10
30
40
Item
B
LT=
1
Q=
L4L
Grossrequirements
10
30
40
Scheduledreceipts
10
Onhandfrompriorperiod
0
0
0
0
0
0
0
Netrequirements
30
40
Plannedorderreceipts
30
40
Plannedorderreleases
30
40
Item
C
LT=
1
Q=
>50
Grossrequirements
20
60
80
Scheduledreceipts
50
Onhandfrompriorperiod
10
40
40
40
30
30
30
Netrequirements
20
50
Plannedorderreceipts
50
50
Plannedorderreleases
50
50
Item
D
LT=
2
Q=
100
Grossrequirements
10
100
30
100
40
Scheduledreceipts
Onhandfrompriorperiod
20
10
10
10
80
80
80
40
40
40
Netrequirements
90
20
20
Plannedorderreceipts
100
100
100
Plannedorderreleases
100
100
100
Item
E
LT=
2
Q=
50
Grossrequirements
150
150
Scheduledreceipts
Onhandfrompriorperiod
10
10
10
10
10
10
10
10
10
10
Netrequirements
140
140
Plannedorderreceipts
150
150
Plannedorderreleases
150
150
LeastTotalCost
Period
1
2
3
4
5
6
7
8
9
10
GrossRequirements
30
50
10
20
70
80
20
60
200
50
On-hand
90
60
10
0
230
160
80
60
0
50
Netrequirements
0
0
0
20
0
0
0
0
200
0
Plannedorderreceipts
250
250
Plannedorderreleases
250
250
LeastUnitCost
Period
1
2
3
4
5
6
7
8
9
10
GrossRequirements
30
50
10
20
70
80
20
60
200
50
On-hand
90
60
10
0
430
360
280
260
200
0
Netrequirements
0
0
0
20
0
0
0
0
0
50
Plannedorderreceipts
450
50
Plannedorderreleases
450
50
Calculations
Weeks
Quantityordered
Carryingcost
Ordercost
Totalcost
Unitcost
4
20
$0.00
$10.00
$10.00
$0.500
4to5
90
0.70
10.00
10.70
0.119
4to6
170
2.30
10.00
12.30
0.072
4to7
190
2.90
10.00
12.90
0.068
4to8
250
5.30
10.00
15.30
0.061
4to9
450
15.30
10.00
25.30
0.056
4to10
500
18.30
10.00
28.30
0.057
9
200
0.00
10.00
10.00
9to10
250
2.50
10.00
12.50
ForLeastTotalCost,orderforperiods4through8,sincecarryingcostistheclosesttoorderingcost.ForLeastUnitCost,orderforperiods4through9,sincethishasthelowestunitcost.
运营调度p600pro3,9,12,17（scheduling）
Car
Customerpick-uptime
Remainingoverhaultime
Numberofremainingoperations
Slack
Slackperremainingoperations
A
10
4
1
6
6.0
B
17
5
2
12
6.0
C
15
1
3
14
4.7
SelectcarCfirst,thenAandBtieforsecond.
Job
ProcessITime
ProcessIITime
OrderofSelection
PositioninSequence
A
4
5
2nd
2nd
B
16
14
5th
3rd
C
8
7
3rd
5th
D
12
11
4th
4th
E
3
9
1st
1st
Job
CustomizingTime
PaintingTime
OrderofSelection
PositioninSequence
1
3.0
1.2
7th
6th
2
2.0
0.9
5th
7th
3
2.5
1.3
8th
5th
4
0.7
0.5
1st
10th
5
1.6
1.7
10th
3rd
6
2.1
0.8
4th
8th
7
3.2
1.4
9th
4th
8
0.6
1.8
2nd
1st
9
1.1
1.5
6th
2nd
10
1.8
0.7
3rd
9th
Task
Length
（days）
DueDate
（days）
Slack
LateFine
（days）
I
3
4
1
$1,500
II
1
6
5
$500
III
2
6
4
$1,500
IV
2
6
4
$1,500
Incomeisthesameforallpriorityrules.Costsareforlatefines.
SOT:
II-III-IV-Icost=（4x$1,500）+（0x$500）+（0x$1,500）+（0x$1,500）=$6,000
FCFS:
I-II-III-IVcost=（0x$1,500）+（0x$500）+（0x$1,500）+（2x$1,500）=$3,000
EDD:
I-II-III-IVcost=（0x$1,500）+（0x$500）+（0x$1,500）+（2x$1,500）=$3,000
STR:
I-III-IV-IIcost=（0x$1,500）+（2x$500）+（0x$1,500）+（1x$1,500）=$2,500
LPT:
I-III-IV-IIcost=（0x$1,500）+（2x$500）+（0x$1,500）+（1x$1,500）=$2,500
STRandLPTarethelowestcostofthePriorityrules,althoughtwojobsarelateinthisexample.
P55pro7
P101pro6
以上为教材页码
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