运营管理课后习题答案供参考文档格式.docx
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*refertosolvedproblem#2
Multifactorproductivitydroppedsteadilyfromahighoftoabout.
4.a.Before:
80÷
5=16cartsperworkerperhour.
After:
84÷
4=21cartsperworkerperhour.
b.Before:
($10x5=$50)+$40=$90;
hence80÷
$90=.89carts/$1.
After:
($10x4=$40)+$50=$90;
hence84÷
$90=.93carts/$1.
c.Laborproductivityincreasedby%((21-16)/16).
Multifactorproductivityincreasedby%((./.89).
*MachineProductivity
Before:
40=2carts/$1.
After:
50=carts/$1.
Productivityincreasedby-16%(/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’llfindnearorintheATM)andinsertitintothedepositslot
2)Withdrawal—liftthe“WithdrawalDoor,”beingcarefultoremoveallcash
6.Removecardandreceipt(whichservesasthetransactionrecord)
8.
Technical
Requirements
Ingredients
Handling
Preparation
CustomerRequirements
Taste
√
Appearance
Texture/consistency
Chapter04-StrategicCapacityPlanningforProductsandServices
2.
Actualoutput=.8(Effectivecapacity)
Effectivecapacity=.5(Designcapacity)
Actualoutput=(.5)(.8)(Effectivecapacity)
Actualoutput=(.4)(Designcapacity)
Actualoutput=8jobs
Utilization=.4
10.a.Given:
10hrs.or600min.ofoperatingtimeperday.
250daysx600min.=150,000min.peryearoperatingtime.
Totalprocessingtimebymachine
Product
A
B
C
48,000
64,000
32,000
36,000
24,000
60,000
Total
186,000
208,000
122,000
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,hrs.x$11=$38,133+$60,000=$98,133
C
(1):
122,000÷
60=2,hrs.x$12=$24,400+$80,000=$104,400
Buy2Bs—thesehavethelowesttotalcost.
Chapter05-ProcessSelectionandFacilityLayout
3.
Desiredoutput=4
Operatingtime=56minutes
Task
#ofFollowingtasks
PositionalWeight
23
20
18
D
25
E
F
29
G
24
H
14
I
5
a.Firstrule:
mostfollowers.Secondrule:
largestpositionalweight.
AssemblyLineBalancingTable(CT=14)
WorkStation
TaskTime
TimeRemaining
FeasibletasksRemaining
9
A,D,G
6
B,G
–
II
7
B,E
III
10
IV
b.Firstrule:
Largestpositionalweight.
AssemblyLineBalancingTable(CT=14)
8
A,E
B,E
c.
4.
a.l.
2.MinimumCt=minutes
Followingtasks
a
b
c
d
e
f
g
h
Eligible
Assign
IdleTime
b,c,e,(tie)
f,g
3.
4.
b.1.
2.Assigna,b,c,d,andetostation1:
minutes[noidletime]
Assignf,g,andhtostation2:
minutes
3.
4.
7.
Chapter06-WorkDesignandMeasurement
Element
PR
OT
NT
AFjob
ST
.90
.46
.414
.476
.85
.83
.913
Total
A=24+10+14=48minutesper4hours
9.
a.
.955
.56
.588
.676
b.
c.e=.01minutes
Chapter07-LocationPlanningandAnalysis
1.
Factor
Localbank
Steelmill
Foodwarehouse
Publicschool
1.
Convenienceforcustomers
L
M–H
2.
Attractivenessofbuilding
M
Nearnesstorawmaterials
4.
Largeamountsofpower
5.
Pollutioncontrols
6.
Laborcostandavailability
Transportationcosts
Constructioncosts
Location(a)
Location(b)
4.
Weight
BusinessServices
2/9
18/9
10/9
CommunityServices
1/9
7/9
6/9
RealEstateCost
3/9
8/9
ConstructionCosts
12/9
CostofLiving
4/9
Taxes
5/9
Transportation
6
7
8
6/9
7/9
8/9
39
44
45
53/9
55/9
54/9
Eachfactorhasaweightof1/7.
CompositeScores
BorCisthebestandAisleastdesirable.
b.
BusinessServicesandConstructionCostsbothhaveaweightof2/9;
theotherfactorseachhaveaweightof1/9.
5x+2x+2x=1⇒x=1/9
c.
BisthebestfollowedbyCandthenA.
Location
x
y
4
Totals
=
∑xi
=
∑yi
n
Hence,thecenterofgravityisat(5,4)andthereforetheoptimallocation.
Chapter08-ManagementofQuality
Checksheet
WorkType
Frequency
LubeandOil
12
Brakes
Tires
Battery
Transmission
30
Pareto
.
Therunchartsseemstoshowapatternoferrorspossiblylinkedtobreaktimesortheendoftheshift.Perhapsworkersarebecomingfatigued.Ifso,perhapstwo10minutebreaksinthemorningandagainintheafternooninsteadofone20minutebreakcouldreducesomeerrors.Also,errorsareoccurringduringthelastfewminutesbeforenoonandtheendoftheshift,andthoseperiodsshouldalsobegivenmanagement’sattention.
Chapter9-QualityControl
Sample
Mean
Range
MeanChart:
±
A2
=±
UCL=,LCL=
RangeChart:
UCL=D4
==
LCL=D3
=0=0
[Bothchartssuggesttheprocessisincontrol:
Neitherhasanypointsoutsidethelimits.]
6.n=200ControlLimits=
Thus,UCLis.0234andLCLbecomes0.
Sincen=200,thefractionrepresentedbyeachdatapointishalftheamountshown..,1defective=.005,2defectives=.01,etc.
Sample10istoolarge.
7.
Controllimits:
UCLis,LCLbecomes0.
Allvaluesarewithinthelimits.
14.LetUSL=UpperSpecificationLimit,LSL=LowerSpecificationLimit,
=Processmean,σ=Processstandarddeviation
ForprocessH:
ForprocessK:
Assumingtheminimumacceptable
is,since<
theprocessisnotcapable.
ForprocessT:
Since=,theprocessiscapable.
Chapter10-AggregatePlanningandMasterScheduling
7.a.Nobacklogsareallowed
Period
Mar.
Apr.
May
Jun.
July
Aug.
Sep.
Forecast
50
55
60
40
51
350
Regular
280
Overtime
Subcontract
19
Output-Forecast
–4
–3
Inventory
Beginning
Ending
Average
Backlog
Costs:
Regular
3,200
22,400
Overtime
960
360
6,120
Subcontract
420
1,680
2,660
Inventory
15
70
4,440
4,180
4,600
5,840
3,575
4,175
31,250
b.Levelstrategy
56
–5
–10
–1
.5
Ba