1、Solutions_Problems_OM_11e_Stevenson1 / 22Chapter 02 - Competitiveness, Strategy, and Productivity3. (1) (2) (3) (4) (5) (6) (7)Week OutputWorker Cost$12x40Overhead Cost 1.5Material Cost$6Total CostMFP (2) (6)1 30,000 2,880 4,320 2,700 9,900 3.032 33,600 3,360 5,040 2,820 11,220 2.993 32,200 3,360 5,
2、040 2,760 11,160 2.894 35,400 3,840 5,760 2,880 12,480 2.84*refer to solved problem #2Multifactor productivity dropped steadily from a high of 3.03 to about 2.84.4. a. Before: 80 5 = 16 carts per worker per hour.After: 84 4 = 21 carts per worker per hour.b. Before: ($10 x 5 = $50) + $40 = $90; hence
3、 80 $90 = .89 carts/$1.After: ($10 x 4 = $40) + $50 = $90; hence 84 $90 = .93 carts/$1.c. Labor productivity increased by 31.25% (21-16)/16).Multifactor productivity increased by 4.5% (.93-.89)/.89).*Machine ProductivityBefore: 80 40 = 2 carts/$1.After: 84 50 = 1.68 carts/$1.Productivity increased b
4、y -16% (1.68-2)/2)Chapter 03 - Product and Service Design6. Steps for Making Cash Withdrawal from an ATM1. Insert Card: Magnetic Strip Should be Facing Down2. Watch Screen for Instructions3. Select Transaction Options:1) Deposit2) Withdrawal3) Transfer4) Other4. Enter Information:1) PIN NumberSoluti
5、ons_Problems_OM_11e_Stevenson2 / 222) Select a Transaction and Account3) Enter Amount of Transaction5. Deposit/Withdrawal:1) Depositplace in an envelope (which youll find near or in the ATM) and insert it into the deposit slot2) Withdrawallift the “Withdrawal Door,” being careful to remove all cash6
6、. Remove card and receipt (which serves as the transaction record)8.Technical Requirements Ingredients Handling PreparationCustomer RequirementsTaste Appearance Texture/consistency Chapter 04 - Strategic Capacity Planning for Products and Services2. %80cait EfetivuAlfinActual output = .8 (Effective
7、capacity)Effective capacity = .5 (Design capacity)Actual output = (.5)(.8)(Effective capacity)Actual output = (.4)(Design capacity)Actual output = 8 jobsUtilization = .4 capityDesign ouAtlUtilzaojobs 204.8cit EftivlCpity esign10. a. Given: 10 hrs. or 600 min. of operating time per day.250 days x 600
8、 min. = 150,000 min. per year operating time.Solutions_Problems_OM_11e_Stevenson3 / 22Total processing time by machineProduct A B C1 48,000 64,000 32,0002 48,000 48,000 36,0003 30,000 36,000 24,0004 60,000 60,000 30,000Total 186,000 208,000 122,000machine 18.0,152i 23.,achine 4.10,586CBANYou would h
9、ave to buy two “A” machines at a total cost of $80,000, or two “B” machines at a total cost of $60,000, or one “C” machine at $80,000.b. Total cost for each type of machine:A (2): 186,000 min 60 = 3,100 hrs. x $10 = $31,000 + $80,000 = $111,000B (2) : 208,000 60 = 3,466.67 hrs. x $11 = $38,133 + $60
10、,000 = $98,133C(1): 122,000 60 = 2,033.33 hrs. x $12 = $24,400 + $80,000 = $104,400Buy 2 Bsthese have the lowest total cost.Chapter 05 - Process Selection and Facility Layout3.3adf752b4c4e9h5i6gSolutions_Problems_OM_11e_Stevenson4 / 22Desired output = 4Operating time = 56 minutes unitper mits 14hour
11、pe nits m65outp DesirdeOangCTTask # of Following tasks Positional WeightA 4 23B 3 20C 2 18D 3 25E 2 18F 4 29G 3 24H 1 14I 0 5a. First rule: most followers. Second rule: largest positional weight.Assembly Line Balancing Table (CT = 14)Work Station Task Task Time Time Remaining Feasible tasks Remainin
12、gF 5 9 A,D,GA 3 6 B,GIG 6 D 7 7 B, EB 2 5 CIIC 4 1 E 4 10 HIIIH 9 1 IV I 5 9 Solutions_Problems_OM_11e_Stevenson5 / 22b. First rule: Largest positional weight.Assembly Line Balancing Table (CT = 14)Work Station Task Task Time Time Remaining Feasible tasks RemainingF 5 9 A,D,GID 7 2 G 6 8 A, EA 3 5 B
13、,EIIB 2 3 C 4 10 EIIIE 4 6 H 9 5 IIVI 5 c. %36.804staion f.xCTmelEficeny4.a. l.2. Minimum Ct = 1.3 minutesTask Following tasksa 4b 3c 3d 2e 3f 2g 1h 0a b dcf1. e gh1. Solutions_Problems_OM_11e_Stevenson6 / 22Work Station Eligible Assign Time Remaining Idle Timea A 1.1b,c,e, (tie) B 0.7C 0.4IE 0.3 0.
14、3II d D 0.0 0.0f,g F 0.5IIIG 0.2 0.2h H 0.1 0.1IV0.63. percnt 54.1)3.(6CTxN time(dlpercnt Idl 4. 420 in./ay2. ( 32)/1.3Out roudstopiersdaycleb. 1. intm .46Nti ToC ,6. timeToal 2. Assign a, b, c, d, and e to station 1: 2.3 minutes no idle timeAssign f, g, and h to station 2: 2.3 minutes3. 42018.6copi
15、ers/.3OutpdayT4. min./dayMaximCtis4.6t 9.30 irs/4.6cle7. 1 5 43 8 76 2Solutions_Problems_OM_11e_Stevenson7 / 22Chapter 06 - Work Design and Measurement3. Element PR OT NT AFjob ST1 .90 .46 .414 1.15 .4762 .85 1.505 1.280 1.15 1.4723 1.10 .83 .913 1.15 1.0504 1.00 1.16 1.160 1.15 1.334Total 4.3328. A
16、 = 24 + 10 + 14 = 48 minutes per 4 hours.min125.70.x7.5ST)9(6N0.2489. a. Element PR OT NT A ST1 1.10 1.19 1.309 1.15 1.5052 1.15 .83 .955 1.15 1.0983 1.05 .56 .588 1.15 .676b.01.A2z34.s8x22(.034)67.1818zsnobservatinaxc. e = .01 minutes 47 torund ,2.4601.)3(2ezsnSolutions_Problems_OM_11e_Stevenson8 /
17、 22Chapter 07- Location Planning and Analysis1. Factor Local bank Steel mill Food warehouse Public school1. Convenience for customers H L MH MH2. Attractiveness of building H L M MH3. Nearness to raw materials L H L M4. Large amounts of power L H L L5. Pollution controls L H L L6. Labor cost and ava
18、ilability L M L L7. Transportation costs L MH MH M8. Construction costs M H M MHLocation (a) Location (b)4. Factor A B C Weight A B C1. Business Services 9 5 5 2/9 18/9 10/9 10/92. Community Services 7 6 7 1/9 7/9 6/9 7/93. Real Estate Cost 3 8 7 1/9 3/9 8/9 7/94. Construction Costs 5 6 5 2/9 10/9 1
19、2/9 10/95. Cost of Living 4 7 8 1/9 4/9 7/9 8/96. Taxes 5 5 5 1/9 5/9 5/9 4/97. Transportation 6 7 8 1/9 6/9 7/9 8/9Total 39 44 45 1.0 53/9 55/9 54/9Each factor has a weight of 1/7.39 44 45a. Composite Scores 7 7 7B or C is the best and A is least desirable.b. Business Services and Construction Cost
20、s both have a weight of 2/9; the other factors each have a weight of 1/9.5 x + 2 x + 2 x = 1 x = 1/9A B Cc. Composite Scores 53/9 55/9 54/9B is the best followed by C and then A.Solutions_Problems_OM_11e_Stevenson9 / 225. Locationx yA 3 7B 8 2C 4 6D 4 1E 6 4Totals 25 20xi 25 yi 20=xn=5= 5.0 =yn=5= 4
21、.0Hence, the center of gravity is at (5,4) and therefore the optimal location.Chapter 08 - Management of Quality1. ChecksheetWork Type FrequencyLube and Oil 12Brakes 7Tires 6Battery 4Transmission 1Total 30Pareto127641Lube & Oil Brakes Tires Battery Trans.Solutions_Problems_OM_11e_Stevenson10 / 222.T
22、he run charts seems to show a pattern of errors possibly linked to break times or the end of the shift. Perhaps workers are becoming fatigued. If so, perhaps two 10 minute breaks in the morning and again in the afternoon instead of one 20 minute break could reduce some errors. Also, errors are occurring during the last few minutes before noon and the end of the shift, and those periods should also be given managements attention.4Power offPerson LampMissingDidnt turncompletely onNot plugged inOutletdefective DefectiveBurned outLooseLamp fails to lightOther Cordbreak lunch break3210
