OM习题及答案汇总19章全.docx

OM习题及答案汇总19章全.docx

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OM习题及答案汇总19章全

Chapter1OperationsandProductivity

DISCUSSIONQUESTIONS

1.Whyshouldonestudyoperationsmanagement?

SOLUTION

ThetextsuggestsfourreasonstostudyOM.Wewanttounderstand

（1）howpeopleorganizethemselvesforproductiveenterprise,

（2）howgoodsandservicesareproduced,（3）whatoperations

managersdo,and（4）thiscostlypartofoureconomyandmost

enterprises.

6.Whatarethethreebasicfunctionsofafirm?

SOLUTION

Thebasicfunctionsofafirmaremarketing,accounting/

finance,andoperations.Aninterestingclassdiscussion:

“Doall

firms/organizations（private,government,not-for-profit）perform

thesethreefunctions?

”Theauthors’hypothesisisyes,theydo.

7.Namethe10decisionareasofoperationsmanagement.

SOLUTION

1.DesignofGoodsandServices.

2.ManagingQuality.

3.ProcessStrategy.

4.LocationStrategies.

5.LayoutStrategies.

6.HumanResources.

7.Supply-ChainManagement.

8.InventoryManagement.

9.Scheduling.

10.Maintenance.

13.DescribesomeoftheactionstakenbyTacoBelltoincreaseproductivitythathaveresultedinTacoBell’sabilitytoserve“twicethevolumewithhalfthelabor.”

SOLUTION

TacoBelldesignedmealsthatwereeasytoprepare;with

actualcookingandfoodpreparationdoneelsewhere;automation

tosavepreparationtime;reducedfloorspace;managertrainingto

increasespanofcontrol.

PROBLEMS

1.1JohnLucymakeswoodenboxesinwhichtoshipmotorcycles.Johnandhisthreeemployeesinvest40hoursperdaymakingthe120boxes.

a）Whatistheirproductivity?

b）Johnandhisemployeeshavediscussedredesigningtheprocesstoimprovetheproductivity.Iftheycanincreasetherateto125perday,whatwillbetheirnewproductivity?

c）Whatwillbetheirincreaseinproductivity?

SOLUTION

（a）

=3.0boxes/hour

（b）

=3.125boxes/hour

（c）Changeinproductivity=0.125boxes/hour

（d）Percentagechange=

=4.166%

1.6EricJohnsonmakesbilliardballsinhisNewEnglandplant.Withrecentincreasesinhiscosts,hehasanewfoundinterestinefficiency.Ericisinterestedindeterminingtheproductivityofhisorganization.Hewouldliketoknowifhisorganizationismaintainingthemanufacturingaverageof3%increaseinproductivity.Hehasthefollowingdatarepresentingamonthfromlastyearandanequivalentmonththisyear:

LASTYEARNOW

Unitsproduced1,0001,000

Labor（hours）300275

Resin（pounds）5045

Capitalinvested（$）10,00011,000

Energy（BTU）3,0002,850

Showtheproductivitychangeforeachcategoryandthendeterminetheimprovementforlabor-hours,thetypicalstandardforcompassion.

SOLUTION

ResourceLastYearThisYearChangePercentChange

Labor

=3.33

=3.640.31

=9.3%

Resin

=20

=22.222.22

=11.1%

Capital

=0.1

=0.09-0.01

=-10.0%

Energy

=0.33

=0.350.02

=6.1%

1.7EricJohnson（usingdatafromProblem1.6）determineshiscoststobeasfollows:

·labor$10perhour;

·resin$5perpound;

·capital1%permonthofinvestment;

·energy$.50perBTU.

Showtheproductivitychange,foronemonthlastyearversusonemonththisyear,onamultifactorbasiswithdollarsasthecommondenominator.

SOLUTION

LastYearThisYear

Production1,0001,000

Laborhr.@$10$3,000$2,750

Resin@$5250225

Capitalcost/month100110

Energy1,5001,425

$4,850$4,510

=

=

=0.078fewerresources

=>7.8%improvement*

*withroundingto3decimalplaces.

Chapter2OperationsStrategyinaGlobalEnvironmentP42

DISCUSSIONQUESTIONS

6.Describehowanorganization’smission（使命）andstrategy（战略）havedifferentpurposes.

Solution:

AmissionspecifieswheretheorganizationisgoingandaStrategyspecifieshowitisgoingtogetthere.

10.Therearethreeprimarywaystoachievecompetitiveadvantage.Provideanexample,notincludeinthetext,ofeach.Supportyourchoices.

Solution:

Thetextfocusesonthreeconceptualstrategies—costleadership,differentiationandresponse.CostleadershipbyWal-Mart—vialowoverhead,viciouscostreductioninthesupplychain;Differentiation,certainlyanypremiumproduct—allfinediningrestaurants,up-scaleautos—Lexus,etc.;Response,yourlocalpizzadeliveryservice,FedEx,etc.

12.GiventhediscussionofSouthwestAirlinesinthetest,defineanoperationsstrategy（运营战略）forthatfirm.

Solution:

TheintegrationofOMwithmarketingandaccountingispervasive.Youmightwanttociteexamplessuchasdevelopingnewproducts.（Marketingmusthelpwiththedesign,theforecastandtargetcosts;accountingmustensureadequatecashfordevelopmentandthenecessarycapitalequipment.）Similarly,newtechnologyornewprocessesemanatingfromoperationsmustmeettheapprovalofmarketingandthecapitalconstraintsimposedbytheaccountingdepartment.

PROBLEMS

2.1Thetestprovidesthreeprimaryways--strategicapproaches—forachievingcompetitiveadvantage.Provideanexampleofeachnotprovidedinthetest.Supportyourchoices.（Hint:

Notetheexampleprovidedinthetest.）

Solution:

Thethreemethodsarecostleadership,differentiation,andresponse.CostleadershipcanbeillustratedbyWal-Mart,withlowoverheadandhugebuyingpowertopressureitssuppliersintoconcessions.Differentiationcanbeillustratedbyalmostanyrestaurantorrestaurantchain,suchasRedLobster,whichoffersadistinctmenuandstyleofservicethanothers.ResponsecanbeillustratedbyacourierservicesuchasFedEx,thatguaranteesspecificdeliveryschedules;orbyacustomtailor,whowillhandmakeasuitspecificallyforthecustomer..

2.5IdentifyhowchangeintheinternalenvironmentalaffecttheOMstrategyforacompany.Forinstance,discusswhatimpactthefollowinginternalfactorsmighthaveonOMstrategy:

a）Maturingofaproduct.

b）Technologyinnovationinthemanufacturingprocess.

c）Changesinproductdesignthatmovediskdrivesfrom31/2inchfloppydrivetoCD-ROMdrives.

Solution:

The10OperationsDecisionsareProduct,Quality,Process,Location,Layout,Humanresource,Supplychain,Inventory,Scheduling,Maintenance.

Solution:

（a）ThematuringofaproductmaymovetheOMfunctiontofocusonmorestandardization,makefewerproductchanges,findoptimumcapacity,stabilizethemanufacturingprocess,lowerlaborskills,uselongerproductionruns,andinstitutecostcuttinganddesigncompromises.

（b）Technologicalinnovationinthemanufacturingprocessmaymeannewhumanresourcesskills（eithernewpersonneland/ortrainingofexistingpersonnel）,andaddedcapitalinvestmentfornewequipmentorprocesses.Productdesign,layout,maintenanceprocedures,purchasing,inventory,qualitystandards,andproceduresmayallneedtoberevised.

（c）Adesignchangewill,atleastpotentially,requirethesamechangesasnotedin（b）.

Chapter3ProjectManagement

DISCUSSIONQUESTIONS

11.Defineearlystart,earlyfinish,latefinish,andlatestarttimes.

SOLUTION

Earlystart（ES）ofanactivityisthelatestoftheearlyfinish

timesofallitspredecessors.

Earlyfinish（EF）istheearlystartofanactivityplusitsduration.

Latefinish（LF）ofanactivityistheearliestofthelatestarttimesofallsuccessoractivities.

Latestart（LS）ofanactivityisitslatefinishlessitsduration.

PROBLEMS

3.7TasktimeestimatesforaproductionlinesetupprojectatRobertKlassen’sOntariofactoryareasfollows.

IMMEDIATE

ACTIVITYTIME（INHOURS）PREDECESSORS

A6.0---

B7.2---

C5.0A

D6.0B,C

E4.5B,C

F7.7D

G4.0E,F

a）DrawtheprojectnetworkusingAON.

b）Identifythecriticalpath.

c）Whatistheexpectedprojectlength?

d）DrawaGanttchartfortheproject.

SOLUTION

（a）

（b,c）Therearefourpaths:

PathTime（hours）

A–C–E–G19.5

B–D–F–G24.9

A–C–D–F–G28.7（critical）

B–E–G15.7

3.17BillFennema,presidentofFennemaConstruction,hasdevelopedthetask,durations,andpredecessorrelationshipsinthefollowingtableforbuildingnewmotels.DrawtheAONnetworkandanswerthequestionthatfollow.

IMMEDIATETIMEESTIMATES（INWEEKS）

ACTIVITYPREDECESSOR（S）OPTIMISTICMOSTLIKELYPESSIMISTIC

A---4810

BA2824

CA81216

DA4610

EB123

FE,C6820

GE,C234

HF222

IF666

JD,G,H4612

KI,J223

a）WhatistheexpectedtimeforactivityC?

b）WhatisthevarianceforactivityC?

c）Basedonthecalculationofestimatedtimes,whichisthecriticalpath?

d）Whatistheestimatedtimeofthecriticalpath?

e）Whatistheactivityvariancealongthecriticalpath?

f）Whatistheprobabilityofcompletionoftheprojectbeforeweek36?

SOLUTION

（a）Estimated（expected）timeforC=[8+（4×12）+16]/6

=72/6

=12weeks

（b）VarianceforCis

=1.78

（c）CriticalpathisA–C–F–H–J–K

（d）Timeoncriticalpath=7.67+12+9.67+2+6.67+2.17=40.18weeks（rounded）

（e）Varianceoncriticalpath=1+1.78+5.44+0+1.78+0.03=10.03

（f）Z=

=-1.32,whichisabout9.6%chance（.096probability）ofcompletingprojectbeforeweek36.

Notethatbasedonpossibleroundinginpart（d）—wheretimeoncriticalpathcouldbe40.3—theprobabilitycanbeaslowas8.7%.Soastudentanswerbetween8.7%and9.6%isvalid.

Summarytableforproblem3.17follows:

Activity

Activity

Time

Early

Start

Early

Finish

Late

Start

Late

Finish

Slack

Standard

Deviation

A

7.66

0

7.66

0.0

7.66

0

1

B

9.66

7.66

17.33

8

17.66

0.33

3.66

C

12

7.66

19.66

7.66

19.66

0

1.33

D

6.33

7.66

14

25

31.33

17.33

1

E

2

17.33

19.33

17.66

19.66

0.33

0.33

F

9.66

19.66

29.33

19.66

29.33

0

2.33

G

3

19.66

22.66

28.33

31.33

8.66

0.33

H

2

29.33