OM习题及答案汇总19章全.docx

1、OM习题及答案汇总19章全Chapter 1 Operations and ProductivityDISCUSSION QUESTIONS1. Why should one study operations management?SOLUTION The text suggests four reasons to study OM. We want to understand (1) how people organize themselves for productive enterprise, (2) how goods and services are produced, (3) wh

2、at operations managers do, and (4) this costly part of our economy and most enterprises.6. What are the three basic functions of a firm?SOLUTION The basic functions of a firm are marketing, accounting/ finance, and operations. An interesting class discussion: “Do all firms/organizations (private, go

3、vernment, not-for-profit) perform these three functions?” The authors hypothesis is yes, they do.7. Name the 10 decision areas of operations management.SOLUTION1. Design of Goods and Services.2. Managing Quality.3. Process Strategy.4. Location Strategies.5. Layout Strategies.6. Human Resources.7. Su

4、pply-Chain Management.8. Inventory Management.9. Scheduling.10. Maintenance.13.Describe some of the actions taken by Taco Bell to increase productivity that have resulted in Taco Bells ability to serve “twice the volume with half the labor.”SOLUTION Taco Bell designed meals that were easy to prepare

5、; with actual cooking and food preparation done elsewhere; automation to save preparation time; reduced floor space; manager training to increase span of control.PROBLEMS1.1 John Lucy makes wooden boxes in which to ship motorcycles. John and his three employees invest 40 hours per day making the 120

6、 boxes.a) What is their productivity?b) John and his employees have discussed redesigning the process to improve the productivity. If they can increase the rate to 125 per day, what will be their new productivity?c) What will be their increase in productivity?SOLUTION(a) = 3.0 boxes/hour(b) = 3.125

7、boxes/hour(c) Change in productivity = 0.125 boxes/hour(d) Percentage change = = 4.166%1.6 Eric Johnson makes billiard balls in his New England plant. With recent increases in his costs, he has a newfound interest in efficiency. Eric is interested in determining the productivity of his organization.

8、 He would like to know if his organization is maintaining the manufacturing average of 3% increase in productivity. He has the following data representing a month from last year and an equivalent month this year: LAST YEAR NOW Units produced 1,000 1,000 Labor (hours) 300 275 Resin (pounds) 50 45 Cap

9、ital invested ($) 10,000 11,000 Energy (BTU) 3,000 2,850 Show the productivity change for each category and then determine the improvement for labor-hours, the typical standard for compassion.SOLUTION Resource Last Year This Year Change Percent Change Labor =3.33 =3.64 0.31 =9.3% Resin =20 =22.22 2.

10、22 =11.1% Capital =0.1 =0.09 -0.01 =-10.0% Energy =0.33 =0.35 0.02 =6.1%1.7 Eric Johnson (using data from Problem 1.6) determines his costs to be as follows: labor $10 per hour; resin $5 per pound; capital 1% per month of investment; energy $.50 per BTU.Show the productivity change, for one month la

11、st year versus one month this year, on a multifactor basis with dollars as the common denominator. SOLUTION Last Year This YearProduction 1,000 1,000Labor hr. $10 $3,000 $2,750Resin $5 250 225Capital cost/month 100 110Energy 1,500 1,425 $4,850 $4,510 = = = 0.078 fewer resources =7.8% improvement* wi

12、th rounding to 3 decimal places. Chapter 2 Operations Strategy in a Global Environment P42DISCUSSION QUESTIONS6.Describe how an organizations mission（使命） and strategy(战略) have different purposes.Solution: A mission specifies where the organization is going and a Strategy specifies how it is going to

13、 get there.10.There are three primary ways to achieve competitive advantage. Provide an example, not include in the text, of each. Support your choices.Solution: The text focuses on three conceptual strategiescost leadership, differentiation and response. Cost leadership by Wal-Martvia low overhead,

14、 vicious cost reduction in the supply chain; Differentiation, certainly any premium productall fine dining restaurants, up-scale autosLexus, etc.; Response, your local pizza delivery service, FedEx, etc.12. Given the discussion of Southwest Airlines in the test, define an operations strategy(运营战略) f

15、or that firm.Solution: The integration of OM with marketing and accounting is pervasive. You might want to cite examples such as developing new products. (Marketing must help with the design, the forecast and target costs; accounting must ensure adequate cash for development and the necessary capita

16、l equipment.) Similarly, new technology or new processes emanating from operations must meet the approval of marketing and the capital constraints imposed by the accounting department.PROBLEMS2.1 The test provides three primary ways-strategic approachesfor achieving competitive advantage. Provide an

17、 example of each not provided in the test. Support your choices. (Hint: Note the example provided in the test.)Solution: The three methods are cost leadership, differentiation, and response. Cost leadership can be illustrated by Wal-Mart, with low overhead and huge buying power to pressure its suppl

18、iers into concessions. Differentiation can be illustrated by almost any restaurant or restaurant chain, such as Red Lobster, which offers a distinct menu and style of service than others. Response can be illustrated by a courier service such as FedEx, that guarantees specific delivery schedules; or

19、by a custom tailor, who will hand make a suit specifically for the customer.2.5 Identify how change in the internal environmental affect the OM strategy for a company. For instance , discuss what impact the following internal factors might have on OM strategy:a) Maturing of a product.b) Technology i

20、nnovation in the manufacturing process.c) Changes in product design that move disk drives from 3 1/2 inch floppy drive to CD-ROM drives.Solution: The 10 Operations Decisions are Product, Quality, Process, Location, Layout, Human resource, Supply chain, Inventory, Scheduling, Maintenance. Solution: (

21、a) The maturing of a product may move the OM function to focus on more standardization, make fewer product changes, find optimum capacity, stabilize the manufacturing process, lower labor skills, use longer production runs, and institute cost cutting and design compromises. (b) Technological innovat

22、ion in the manufacturing process may mean new human resources skills (either new personnel and/ or training of existing personnel), and added capital investment for new equipment or processes. Product design, layout, maintenance procedures, purchasing, inventory, quality standards, and procedures ma

23、y all need to be revised.(c) A design change will, at least potentially, require the same changes as noted in (b).Chapter 3 Project ManagementDISCUSSION QUESTIONS11. Define early start, early finish, late finish, and late start times. SOLUTION Early start (ES) of an activity is the latest of the ear

24、ly finishtimes of all its predecessors. Early finish (EF) is the early start of an activity plus its duration.Late finish (LF) of an activity is the earliest of the late start times of all successor activities.Late start (LS) of an activity is its late finish less its duration.PROBLEMS3.7 Task time

25、estimates for a production line setup project at Robert Klassens Ontario factory are as follows. IMMEDIATE ACTIVITY TIME (IN HOURS) PREDECESSORS A 6.0 - B 7.2 - C 5.0 A D 6.0 B,C E 4.5 B,C F 7.7 D G 4.0 E,Fa) Draw the project network using AON.b) Identify the critical path.c) What is the expected pr

26、oject length?d) Draw a Gantt chart for the project.SOLUTION(a)(b,c) There are four paths: Path Time (hours)ACEG 19.5BDFG 24.9ACDFG 28.7 (critical)BEG 15.73.17 Bill Fennema, president of Fennema Construction, has developed the task, durations, and predecessor relationships in the following table for

27、building new motels. Draw the AON network and answer the question that follow. IMMEDIATE TIME ESTIMATES (IN WEEKS)ACTIVITY PREDECESSOR(S) OPTIMISTIC MOST LIKELY PESSIMISTIC A - 4 8 10 B A 2 8 24 C A 8 12 16 D A 4 6 10 E B 1 2 3 F E,C 6 8 20 G E,C 2 3 4 H F 2 2 2 I F 6 6 6 J D,G,H 4 6 12 K I,J 2 2 3a

28、) What is the expected time for activity C?b) What is the variance for activity C?c) Based on the calculation of estimated times, which is the critical path?d) What is the estimated time of the critical path?e) What is the activity variance along the critical path?f) What is the probability of compl

29、etion of the project before week 36?SOLUTION(a) Estimated (expected) time for C = 8 + (4 12) + 16/6= 72/6= 12 weeks(b) Variance for C is = 1.78(c) Critical path is ACFHJK(d) Time on critical path = 7.67 + 12 + 9.67 + 2 + 6.67+ 2.17 = 40.18 weeks (rounded)(e) Variance on critical path = 1 + 1.78 + 5.

30、44 + 0 + 1.78+ 0.03 = 10.03(f) Z= = -1.32, which is about 9.6% chance (.096 probability) of completing project before week 36.Note that based on possible rounding in part (d)where time on critical path could be 40.3the probability can be as low as 8.7%. So a student answer between 8.7% and 9.6% is v

31、alid.Summary table for problem 3.17 follows:ActivityActivityTimeEarlyStartEarlyFinishLateStartLateFinishSlackStandardDeviationA7.6607.660.07.6601B9.667.6617.33817.660.333.66C127.6619.667.6619.6601.33D6.337.66142531.3317.331E217.3319.3317.6619.660.330.33F9.6619.6629.3319.6629.3302.33G319.6622.6628.3331.338.660.33H229.33