SOAL DAN JAWABAN: MANAJEMENOPERASIONAL

Dari buku Manajemen Operasional oleh Render, Barryand Jay Heizer, Principles Of Operations Management,

Prentice Hall, 9th edition.

Chapter 1, Operations and Productivity

Problem 1:

Mance Fraily, the Production Manager at Ralts Mills, can currently expect his operation toproduce 1000 square yards of fabric for each ton of raw cotton. Each ton of raw cottonrequires 5 labor hours to process. He believes that he can buy a better quality raw cotton,which will enable him to produce 1200 square yards per ton of raw cotton with the same laborhours.

What will be the impact on productivity (measured in square yards per labor-hour) if hepurchases the higher quality raw cotton?

Problem 2:

C. A. Ratchet, the local auto mechanic, finds that it usually takes him 2 hours to diagnose andfix a typical problem. What is his daily productivity (assume an 8 hour day)?

Mr. Ratchet believes he can purchase a small computer trouble-shooting device, which willallow him to find and fix a problem in the incredible (at least to his customers!) time of 1hour. He will, however, have to spend an extra hour each morning adjusting the computerizeddiagnostic device. What will be the impact on his productivity if he purchases the device?

Problem 3:

Joanna French is currently working a total of 12 hours per day to produce 240 dolls. Shethinks that by changing the paint used for the facial features and fingernails that she canincrease her rate to 360 dolls per day. Total material cost for each doll is approximately $3.50;she has to invest $20 in the necessary supplies (expendables) per day; energy costs areassumed to be only $4.00 per day; and she thinks she should be making $10 per hour for her

time. Viewing this from a total (multifactor) productivity perspective, what is her productivityat present and with the new paint?

Problem 4:

How would total (multifactor) productivity change if using the new paint raised Ms. Frenchsmaterial costs by $0.50 per doll?

Problem 5:

If she uses the new paint, by what amount could Ms. Frenchs material costs increase withoutreducing total (multifactor) productivity?

ANSWERS:

Problem 1:

1000 sq ydsCurrent labor productivity = 200 sq yds per hour1 ton*5 hours

=

New labor productivity = 1200 sq yds1 ton * 5 hours

240 sq yds per hour=

Productivity improves 20% = ( 240 - 200 ) / 200 = .2

Problem 2:

Current productivity = 8 hours per day2 hours per problem

problems per day= 4

Productivity with computer = 7 hours per day1 hour per problem

problems per day= 7

7 4 3Productivity improves 75% .754 4- = =

Problem 3:

Currently Using the new paint

Labor 12 hrs * $10 = $120 12 hrs * $10 = $ 120

Material 240 * $3.50 = $840 360 * $3.50 = $1260

Supplies = $ 20 = $ 20

Energy = $ 4 = $ 4

Total Inputs = $984 = $1404

Productivity 240/984 = 0.24 360/1404 = .26

Problem 4:

If the material costs increase by $0.50 per doll:

Using the new paint

Labor 12 hrs * $10 = $ 120

Material 360 * $4.00 = $1440

Supplies = $ 20

Energy = $ 4

Total Inputs = $1584

Productivity 360/1584 = 0.23

Problem 5:

From the answer to Problem 3 we know the following:

Currently Using the new paint

Labor 12 hrs * $10 = $120 12 hrs * $10 = $ 120

Material 240 * $3.50 = $840 360 * $3.50 = $1260

Supplies = $ 20 = $ 20

Energy = $ 4 = $ 4

Total Inputs = $984 = $1404

Productivity 240/984 = 0.24 360/1404 = .26

We want to know how high the material cost could go, using the new paint, before theproductivity drops to the current level of 0.24. In mathematical terms we make the materialcost a variable (X), set the new multifactor productivity value to the current level, 0.24, andsolve for X.

360/(($12x10) + 360 $(X) + $20 + $4) = 0.24

360 = 0.24($120 + 360$(X) + $20 + $4)

360 = $28.8 + 86.4$(X) + $4.8 + $.96

325.44 = 86.4$(X)

$(X)= 325.44/86.4 = $3.7666 @ $3.77

It follows then that the new paint could raise Materials cost by no more than approximately$0.27 (the difference between $3.77 and $3.50) before Ms. French would experience adecrease in multifactor productivity.

Praktek Masalah: Bab 1, Operasi dan Produktivitas

Masalah 1:Mance Fraily, Manajer Produksi di Ralts Mills, saat ini dapat mengharapkan operasi untukmenghasilkan 1000 meter persegi kain untuk setiap ton kapas mentah. Setiap ton kapasmentah membutuhkan jam kerja 5 untuk diproses. Ia percaya bahwa ia dapat membeli kapasyang lebih baik baku mutu, yang akan memungkinkan dia untuk menghasilkan 1.200 meterpersegi per ton kapas mentah dengan jam kerja yang sama.Apa yang akan menjadi dampak pada produktivitas (diukur dalam meter persegi per tenagakerja-jam) jika ia membeli kapas mentah berkualitas tinggi?

Masalah 2:

CA Ratchet, mekanik mobil lokal, menemukan bahwa biasanya membawanya 2 jam untukmendiagnosa dan memperbaiki masalah khas. Apa adalah produktivitas sehari-hari(asumsikan satu hari jam 8)?Mr Ratchet percaya bahwa dia dapat membeli perangkat komputer pemecahan masalah kecil,yang akan memungkinkan dia untuk menemukan dan memperbaiki masalah di luar biasa(setidaknya kepada pelanggannya!) Waktu 1 jam. Ia akan, bagaimanapun, harusmenghabiskan satu jam ekstra setiap pagi menyesuaikan perangkat diagnostik komputerisasi.Apa yang akan menjadi dampak pada produktivitas jika ia membeli perangkat?

Masalah 3:Joanna Prancis saat ini sedang bekerja total 12 jam per hari untuk memproduksi 240 boneka.Dia berpikir bahwa dengan mengubah cat digunakan untuk fitur wajah dan kuku bahwa diadapat meningkatkan tingkat ke 360 boneka per hari. biaya bahan Total boneka masing-masingadalah sekitar $ 3,50; dia harus investasi $ 20 dalam persediaan yang diperlukan(Expendables) per hari, biaya energi diasumsikan hanya $ 4,00 per hari, dan ia berpikir iaharus membuat $ 10 per jam untuk waktunya. Melihat ini dari perspektif (multifaktor)produktivitas total, apa yang produktivitas nya pada saat ini dan dengan cat baru?

Masalah 4:Bagaimana total (multifaktor) perubahan produktivitas olah menggunakan cat baru menaikanbiaya bahan Ms Perancis dengan $ 0,50 per boneka?

Masalah 5:Jika dia menggunakan cat baru, dengan apa yang bisa jumlah bahan Ms Perancismeningkatkan biaya tanpa mengurangi total (multifaktor) produktivitas?

Chapter 2, Operations Strategy in a GlobalEnvironment

Problem 1:

Identify how changes in the external environment may affect the OM strategy for a company.

For example, what impact are the following factors likely to have on OM strategy?

a. The occurrence of a major storm or hurricane.

b. Terrorist attacks of 9/11/01.

c. The much discussed decrease in the quality of American primary and secondary schoolsystems.

d. Trade Legislation such as WTO and NAFTA and changes in tariffs and quotas.

e. The rapid rate at which the cost of health insurance is increasing.

f. The Internet.

Problem 2:

Identify how the changes in the internal environment affect the OM strategy for a company.For example, what impact are the following factors likely to have on OM strategy?

a. The increased use of Local and Wide Area Networks (LANs and WANs)

b. An increased emphasis on service

c. The increased role of women in the workplace

d. The seemingly increasing rate at which both internal and external environments change.

Problem 3:

Operations managers are called upon to support the organization's strategy. OM does this withsome combination of one of three strategies. What are these three strategies?

ANSWERS:

Problem 1:

a. A major storm or hurricane may have considerable impact on a companys facilities andscheduling. Flooding and wind damage can make a facility unusable or significantly reduceits capacity. Stocks of raw materials, especially agricultural products, might be damaged orin short supply. The long-term availability of some materials might be significantlyreduced. There may be a shortage of important services during the recovery. For example,the demand for roofers and builders is high after a major storm and they would like to beable to rapidly increase their capacity to handle the higher demand.

b. Terrorist activity has forced organizations to rethink, and in many cases expand, theirsecurity systems. Firms have also had to reevaluate their supply networks and considerincreasing their inventory safety stock. They may also reassess the risks of foreignlocations and expansion.

c. A decrease in the skill levels of Americans entering the labor market requires thatorganizations place more emphasis on training, turn to automation to obviate the need forhuman labor, and hire from outside the United States.

d. WTO and NAFTA changed the rules for trading, opened new markets, and in someinstances, changed the role of labor versus capital (where labor is especially low cost,emphasis often shifts from the use of capital to the use of labor).

e. The increasing cost of health insurance adds significantly to the cost of labor. Some largeUS organizations are passing on this increased cost to the employees or reducing otherparts of the benefit package in response to these pressures.

f. The Internet has promoted globalization of markets, and eliminated barriers of geographyand time.

Problem 2:

a. The increased use of LANs and WANs has, among other things, enabled neworganizational structures, the movement of the locus of responsibility further down theorganizational hierarchy (elimination of middle management), and the increasingpracticality of JIT operations, mass customization, etc..

b. The increased emphasis on service has, among other things, fostered an increasedinformation or information technology content of many products. Firms are also increasingtraining because so much of the service economy is dependent upon individualcompetence.

c. The increased role of women in the workplace is requiring an increased emphasis on thecreation and communication of appropriate human resource policies. It may also befostering the creation of flexible work schedules and, to a lesser degree, telecommuting.

d. Some companies seem to be adopting the perspective that their main problem is now themanagement of change as opposed to the management of a specific process or product.If nothing else, the management of change is becoming a formal part of the managersresponsibility.

Problem 3:

OM managers support the firm's strategy by achieving a competitive advantage through somecombination of differentiation, low-cost leadership, and response.

Praktek Masalah: Bab 2, Strategi Operasi dalam Lingkungan Global

Masalah 1:Mengidentifikasi bagaimana perubahan dalam lingkungan eksternal dapat mempengaruhistrategi OM bagi perusahaan. Misalnya, apa dampak faktor-faktor berikut mungkin memilikistrategi OM?a. Terjadinya badai besar atau badai.b. Serangan teroris dari 9/11/01.c. Penurunan banyak dibahas dalam kualitas Amerika sistem sekolah dasar dan menengah.d. Legislasi perdagangan seperti WTO dan NAFTA dan perubahan tarif dan kuota.e. Tingkat cepat di mana biaya asuransi kesehatan meningkat.f. Internet.

Masalah 2:Mengidentifikasi bagaimana perubahan dalam lingkungan internal mempengaruhi strategi OMbagi perusahaan. Misalnya, apa dampak faktor-faktor berikut mungkin memiliki strategi OM?a. Peningkatan penggunaan Lokal dan Wide Area Network (LAN dan WAN)b. Peningkatan penekanan pada pelayananc. Peningkatan peran perempuan di tempat kerjad. Tingkat tampaknya meningkat di mana kedua perubahan lingkungan internal dan eksternal.

Masalah 3:manajer Operasi dihimbau untuk mendukung strategi organisasi. OM melakukan hal inidengan beberapa kombinasi salah satu dari tiga strategi. Apa ketiga strategi?

Chapter 3, Project Management

Problem 1:

The following represent activities in a major construction project. Draw the network torepresent this project.

Activity Immediate PredecessorA -B -C AD BE BF C, EG DH F, G

Problem 2:

Given the following Time Chart and Network Diagram, find the Critical Path.

Activity a m b t VarianceA 2 3 4 3 1/9B 1 2 3 2 1/9C 4 5 12 6 16/9D 1 3 5 3 4/9E 1 2 3 2 1/9

Problem 3:

What is the variance in completion time for the critical path found in Problem 2?

Problem 4:

A project has an expected completion time of 40 weeks and a standard deviation of 5 weeks. Itis assumed that the project completion time is normally distributed.

(a) What is the probability of finishing the project in 50 weeks or less?

(b) What is the probability of finishing the project in 38 weeks or less?

(c) The due date for the project is set so that there is a 90% chance that the project will befinished by this date. What is the date?

Problem 5:

Development of a new deluxe version of a particular software product is being considered.The activities necessary for the completion of this project are listed in the table below alongwith their costs and completion times in weeks.

Activity NormalTime

CrashTime

NormalCost

CrashCost

ImmediatePredecessor

A 4 3 2,000 2,600 -B 2 1 2,200 2,800 AC 3 3 500 500 AD 8 4 2,300 2,600 AE 6 3 900 1,200 B, DF 3 2 3,000 4,200 C, EG 4 2 1,400 2,000 F

(a) What is the project expected completion date?

(b) What is the total cost required for completing this project on normal time?

(c) If you wish to reduce the time required to complete this project by 1 week, which activityshould be crashed, and how much will this increase the total cost?

ANSWERS:

Problem 1:

Problem 2:

Critical path: ACDE = 14

Problem 3:

Totalvariance=

variances of activities on critical path

Total variance 1/ 9 16 / 9 4 / 9 1/ 9 2 2 / 9 2.55= + + + = =

And 2.55 1.6s = =

Problem 4:

(a)

5040Z25Xms--===

Therefore:(X50)(Z2)0.97725PP==

(b)

X2Z0.45ms--===-

Therefore:(X38)P(Z0.4)0.34458P=-=

(c) 90% Z 1.28 ( - ) / 40 / 5c m s c = = = -

Therefore:1.28*54046.4weeksc=+=

Problem 5:

(a)

Project completion time is therefore t t t t tA D E F G+ + + + = + + + + =4 8 6 3 4 25

(b) Total cost $2,000 $2200 $500 $2,300 $900 $3,000 $1,400 $12,300= + + + + + + =

(c) Crash D 1 week at an additional cost of

$2,600$2,300$300$75844-==-

Terjemahaan

Soal Praktek: Bab 3, Manajemen Proyek

Masalah 1:Berikut mencerminkan aktivitas dalam proyek konstruksi besar. Menggambar jaringan untukmewakili proyek ini.

Kegiatan Segera PendahuluA -B -C AD BE BF C, EG DH F, G

Masalah 2:Mengingat Waktu berikut Chart dan Network Diagram, menemukan Jalur Kritis.

Kegiatan m a t b VariansA 2 3 4 3 1 / 9B 1 2 3 2 1 / 9C 4 5 12 6 16 / 9D 1 3 5 3 4 / 9E 1 2 3 2 1 / 9

Masalah 3:Apakah varians waktu penyelesaian untuk jalur kritis ditemukan pada Soal 2?

Masalah 4:Sebuah proyek memiliki waktu penyelesaian yang diharapkan dari 40 minggu dan deviasistandar 5 minggu. Diasumsikan bahwa waktu penyelesaian proyek terdistribusi secara normal.(A) Berapakah probabilitas penyelesaian proyek dalam 50 minggu atau kurang?(B) Berapakah probabilitas penyelesaian proyek dalam 38 minggu atau kurang?(C) Tanggal jatuh tempo untuk proyek diatur sehingga ada kemungkinan 90% bahwa proyekakan selesai pada tanggal ini. Apa tanggal?

Masalah 5:Pengembangan versi deluxe baru dari produk perangkat lunak tertentu sedang

dipertimbangkan. Kegiatan yang diperlukan untuk penyelesaian proyek ini tercantum dalamtabel di bawah ini bersama dengan biaya mereka dan waktu selesai pada minggu.

Kegiatan Waktu Normal Crash Normal Crash Time Cost Biaya Pendahulu SegeraA 4 3 2.000 2.600 -B 2 1 2.200 2.800 AC 3 3 500 500 AD 8 4 2.300 2.600 AE 6 3 900 1200 B, DF 3 2 3.000 4.200 C, EG 4 2 1.400 2.000 F

(A) Apakah proyek diharapkan tanggal penyelesaian?(B) Berapakah total biaya yang dibutuhkan untuk menyelesaikan proyek ini pada waktunormal?(C) Jika Anda ingin mengurangi waktu yang dibutuhkan untuk menyelesaikan proyek inidengan 1 minggu, kegiatan yang harus jatuh, dan berapa banyak ini akan meningkatkan biayatotal?

Chapter 4, Forecasting

Problem 1:

Auto sales at Carmens Chevrolet are shown below. Develop a 3-week moving average.

Week AutoSales

1 8

2 10

3 9

4 11

5 10

6 13

7 -

Problem 2:

Carmens decides to forecast auto sales by weighting the three weeks as follows:

WeightsApplied

Period

3 Last week

2 Twoweeksago

1 Three weeksago

6 Total

Problem 3:

A firm uses simple exponential smoothing with a = 0 1. to forecast demand. The forecast forthe week of January 1 was 500 units whereas the actual demand turned out to be 450 units.Calculate the demand forecast for the week of January 8.

Problem 4:

Exponential smoothing is used to forecast automobile battery sales. Two value of a areexamined, a = 0 8. and a = 0 5. . Evaluate the accuracy of each smoothing constant. Which ispreferable? (Assume the forecast for January was 22 batteries.) Actual sales are given below:

Month ActualBatterySales

Forecast

January 20 22

February 21

March 15

April 14

May 13

June 16

Problem 5:

Use the sales data given below to determine: (a) the least squares trend line, and (b) thepredicted value for 2003 sales.

Year Sales(Units)

1996 100

1997 110

1998 122

1999 130

2000 139

2001 152

2002 164

To minimize computations, transform the value of x (time) to simpler numbers. In this case,designate year 1996 as year 1, 1997 as year 2, etc.

Problem 6:

Given the forecast demand and actual demand for 10-foot fishing boats, compute the trackingsignal and MAD.

Year ForecastDemand

ActualDemand

1 78 71

2 75 80

3 83 101

4 84 84

5 88 60

6 85 73

Problem: 7

Over the past year Meredith and Smunt Manufacturing had annual sales of 10,000 portablewater pumps. The average quarterly sales for the past 5 years have averaged: spring 4,000,summer 3,000, fall 2,000 and winter 1,000. Compute the quarterly index.

Problem: 8

Using the data in Problem, Meredith and Smunt Manufacturing expects sales of pumps togrow by 10% next year. Compute next years sales and the sales for each quarter.

ANSWERS:

Problem 1:

Moving average =demand in previous n periods

n

Week AutoSales

Three-Week MovingAverage

1 8

2 10

3 9

4 11 (8 + 9 + 10) / 3 = 9

5 10 (10 + 9 + 11) / 3 = 10

6 13 (9 + 11 + 10) / 3 = 10

7 - (11 + 10 + 13) / 3 = 111/3

Problem 2:

Weighted moving average =(weight for period n)(demand in period n)

weights

Week AutoSales

Three-Week Moving Average

1 8

2 10

3 9

4 11 [(3*9) + (2*10) + (1*8)] / 6 = 9 1/6

5 10 [(3*11) + (2*9) + (1*10)] / 6 = 10 1/6

6 13 [(3*10) + (2*11) + (1*9)] / 6 = 10 1/6

7 - [(3*13) + (2*10) + (1*11)] / 6 = 11 2/3

Problem 3:

F F A F unitst t 1 t t 1= + - = + - =- - -a( ) . ( )1 500 0 1 450 500 495

Problem 4:

Month ActualBattery Sales

RoundedForecastwith a =0.8

AbsoluteDeviationwith a =0.8

RoundedForecastwith a =0.5

AbsoluteDeviationwith a =0.5

January 20 22 2 22 2

February 21 20 1 21 0

March 15 21 6 21 6

April 14 16 2 18 4

May 13 14 1 16 3

June 16 13 3 14.5 1.5

S = 15 S = 16

2.56 2.95

SE 3.5 3.9

On the basis of this analysis, a smoothing constant of a = 0.8 is preferred to that of a = 0.5because it has a smaller MAD.

Problem 5:

Year TimePeriod(X)

Sales(Units)(Y)

X2 XY

1996 1 100 1 100

1997 2 110 4 220

1998 3 122 9 366

1999 4 130 16 520

2000 5 139 25 695

2001 6 152 36 912

2002 7 164 49 1148

S X =28

S Y=917

SX2=140

S XY=3961

xx

n= = = 28

74

yy

n= = = 917

7131

46.1028293

4.7140131.4.73961.22

2==

--

=-

-=

xnx

yxnxyb

a y bx= - = - =131 10 4 8916( .46 ) .

Therefore, the least squares trend equation is:

$ . .46y a bx x= + = +8916 10

To project demand in 2003, we denote the year 2003 as x = 8, and:

Sales in 2003 8916 10 8 172 84= + =. .46* .

Problem 6:

Year ForecastDemand

ActualDemand

Error RSFE

1 78 71 -7 -7

2 75 80 5 -2

3 83 101 18 16

4 84 84 0 16

5 88 60 -28 -12

6 85 73 -12 -24

MAD =Forecast errors

n = =70

611 7.

Year ForecastDemand

ActualDemand

|ForecastError|

CumulativeError

MAD TrackingSignal

1 78 71 7 7 7.0 -1.0

2 75 80 5 12 6.0 -0.3

3 83 101 18 30 10.0 +1.6

4 84 84 0 30 7.5 +2.1

5 88 60 28 58 11.6 -1.0

6 85 73 12 70 11.7 -2.1

Tracking Signal = RFSEMAD

MADs= - =2411 7

21.

.

Problem 7:

Sales of 10,000 units annually divided equally over the 4 seasons is 10 000 4 2 500, / ,= andthe seasonal index for each quarter is: spring 4 000 2 500 1 6, / , . ;= summer3 000 2 500 1 2, / , . ;= fall 2 000 2 500 8, / , . ;= winter 1 000 2 500, / , .4.=

Problem 8:

Next years sales should be 11,000 pumps ( , * . , ).10 000 110 11 000= Sales for each quartershould be 1/4 of the annual sales * the quarterly index.

Spring = (11,000 / 4)*1.6 = 4,400;

Summer = (11,000 / 4)*1.2 = 3,300;

Fall = (11,000 / 4)*.8 = 2,200;

Winter = (11,000 / 4)*.4.= 1,100.

Praktek Masalah: Bab 4, Peramalan

Masalah 1:Penjualan mobil di Carmen Chevrolet ditunjukkan di bawah ini. Mengembangkan rata-rata 3minggu bergerak.Minggu Auto Penjualan1 82 103 94 115 106 137 -

Masalah 2:Carmen memutuskan untuk meramalkan penjualan mobil dengan bobot tiga minggu sebagaiberikut:Berat Terapan Periode3 Minggu lalu2 Twoweeks lalu1 Tiga minggu yang lalu6 JumlahMasalah 3:perusahaan A menggunakan pemulusan eksponensial sederhana dengan untuk meramalkan

permintaan. Ramalan untuk minggu 1 Januari 500 unit sedangkan permintaan aktual ternyatamenjadi 450 unit. Hitung perkiraan permintaan untuk minggu Januari 8.

Masalah 4:Pemulusan eksponensial digunakan untuk meramalkan penjualan mobil baterai. Dua nilaiyang diperiksa, dan evaluasi atas keakuratan setiap konstanta. Mana yang lebih baik?(Asumsikan meramalkan bulan Januari adalah 22 baterai.) Penjualan aktual diberikan dibawah ini:Bulan Penjualan Baterai Aktual Forecast20 Jan 2221 Februari15 MaretApril 1413 Mei16 Juni

Masalah 5:Gunakan data penjualan yang diberikan di bawah untuk menentukan: (a) garis tren kuadratsedikit, dan (b) nilai prediksi untuk tahun 2003 penjualan.Tahun Penjualan (Unit)1996 1001997 1101998 1221999 1302000 1392001 1522002 164

Untuk meminimalkan perhitungan, mengubah nilai x (waktu) ke nomor sederhana. Dalam halini, menetapkan tahun 1996 sebagai tahun 1, 1997 sebagai tahun 2, dll

Masalah 6:Mengingat peramalan permintaan dan permintaan sebenarnya untuk kapal nelayan 10-kaki,menghitung sinyal pelacakan dan MAD.Tahun Prakiraan Aktual Permintaan Permintaan1 78 712 75 803 83 1014 84 845 88 606 85 73

Masalah: 7Selama tahun lalu Meredith dan Smunt Manufaktur memiliki penjualan tahunan sebesar10.000 pompa air portabel. Penjualan rata-rata kuartalan selama 5 tahun terakhir memilikirata-rata: 4.000 musim semi, musim panas 3000, musim gugur dan musim dingin 2.000 1.000.Hitung indeks triwulanan.

Soal: 8

Menggunakan data pada Soal, Meredith dan Smunt Manufaktur mengharapkan penjualanpompa untuk tumbuh sebesar 10% tahun depan. Hitung tahun depan penjualan dan penjualanuntuk setiap kuartal.

Chapter 5, Design of Goods and Services

Problem 1:

You wish to compete in the super premium ice cream market. The task is to determine thewants of the super premium market and the attributes/hows to be met by their firm. Use thehouse of quality concept.

Market research has revealed that customers feel four factors are significant in making abuying decision. A rich taste is most important followed by smooth texture, distinct flavor,and a sweet taste. From a production standpoint, important factors are the sugar content, theamount of butterfat, low air content, and natural flavors.

Problem 2:

Prepare a bill-of-material for a ham and cheese sandwich.

Problem 3:

Prepare an assembly chart for a ham and cheese sandwich.

Problem 4:

Michaels Engineering, Inc. manufactures components for the ever-changing notebookcomputer business. He is considering moving from a small custom design facility to anoperation capable of much more rapid design of components. This means that Michael mustconsider upgrading his CAD equipment. Option 1 is to purchase two new desktop CADsystems at $100,000 each. Option 2 is to purchase an integrated system and the related serverat $500,000. Michaels sales manager has estimated that if the market for notebook computerscontinues to expand, sales over the life of either system will be $1,000,000. He places the oddsof this happening at 40%. He thinks the likelihood of the market having already peaked to be60% and future sales to be only $700,000. What do you suggest Michael do and what is theEMV of this decision?

ANSWERS:

Problem 1:

One possible solution for this problem is:

Problem 2:

One possible BOM would be:

Bill of Material

Bread 2 slices

Ham 1 slice

Swiss Cheese 1 slice

Lettuce 1/26 head of lettuce

Mustard 2 teaspoon

Pickle relish 1 teaspoon

Paper plate 1

Paper napkin 1

Problem 3:

Based on the BOM in Problem 2, an assembly chart might look like:

Problem 4:

The EMV for the desktop systems is $620,000 vs. $320,000 for the integrated system.Therefore, Michael should purchase the desktop systems.

Praktek Masalah: Bab 5, Desain Barang dan Jasa

Masalah 1:

Anda ingin bersaing di pasar es krim super premium. Tugas kita adalah untuk menentukankeinginan pasar super premium dan atribut / hows yang harus dipenuhi oleh perusahaanmereka. Gunakan rumah konsep kualitas.Penelitian pasar telah mengungkapkan bahwa pelanggan merasa empat faktor yang signifikan

dalam membuat keputusan pembelian. Sebuah "kaya" rasa yang paling penting diikuti olehtekstur yang halus, aroma yang berbeda, dan rasa manis. Dari sudut pandang produksi, faktorpenting adalah isi gula, jumlah Lemak mentega, kandungan udara yang rendah, dan rasaalami.

Masalah 2:

Siapkan tagihan-of-bahan untuk sandwich ham dan keju.

Masalah 3:

Siapkan bagan perakitan untuk sandwich ham dan keju.

Masalah 4:

Michael Rekayasa, Inc memproduksi komponen untuk usaha notebook selalu berubahkomputer. Dia mempertimbangkan untuk pindah dari fasilitas desain kecil kustom untukoperasi mampu jauh lebih cepat desain komponen. Ini berarti bahwa Michael harusmempertimbangkan untuk mengupgrade-nya peralatan CAD. Opsi 1 adalah untuk membelidua baru sistem desktop CAD pada $ 100.000. Opsi 2 adalah dengan membeli sistem yangterintegrasi dan server terkait di $ 500.000. manajer penjualan Michael memperkirakan bahwajika pasar untuk komputer notebook terus berkembang, penjualan selama umur sistem baikakan menjadi $ 1.000.000. Dia menempatkan kemungkinan hal ini terjadi pada 40%. Dia pikirkemungkinan pasar karena telah memuncak menjadi 60% dan penjualan masa depan hanya $700.000. Apa yang anda sarankan Michael lakukan dan apa EMV dari keputusan ini?

Chapter 6, Managing Quality

Problem 1:

The accounts receivable department has documented the following defects over a 30-dayperiod:

Category FrequencyInvoice amount does not agree with the check amount 108Invoice not on record (not found) 24No formal invoice issued 18Check (payment) not received on time 30Check not signed 8Invoice number and invoice referenced do not agree 12

What techniques would you use and what conclusions can you draw about defects in theaccounts receivable department?

Problem 2:

Prepare a flow chart for purchasing a Big Mac at the drive-through window at McDonalds.

Problem 3:

Draw a fishbone chart detailing reasons why a part might not be correctly machined.

ANSWERS:

Problem 1:

Category Frequency PercentInvoice amount does not agree with the check amount 108 54Invoice not on record (not found) 24 12No formal invoice issued 18 9Check (payment) not received on time 30 15Check not signed 8 4Invoice number and invoice referenced do not agree 12 6

= 200 100

Use a Pareto chart to organize the defects and conclude that the obvious problem (about halfthe defects) is the failure of the check to agree with the companys records as to the correctamount. Other problems are late payments and an apparent invoice-filing problem in theoffice. Notice that 27% of these common errors appear to be the result of procedural problemswithin accounts receivable (invoice not on record, no invoice issued, and invoice numberingproblems). This value could be considerably higher depending on how much of the problem ofdisagreement between invoice and check amounts is the result of accounts receivable processproblems.

Problem 2:

Distance Symbol Activity-- Pull up to speaker

-- Press button

-- Wait for response

-- Verbalize order

-- Get confirmation of order and cost

20 Move car up in line

-- Wait

20 Move car up in line

-- Wait

-- Verify order and cost

-- Pay and receive order

-- Leave

-- Realize they forgot the extra catsup!

Problem 3

Praktek Masalah: Bab 6, Mengelola Kualitas

Masalah 1:

Departemen Piutang telah mendokumentasikan cacat berikut selama periode 30-hari:

Kategori FrekuensiFaktur jumlah tidak setuju dengan jumlah cek 108Faktur tidak pada catatan (tidak ditemukan) 24Tidak ada faktur resmi yang dikeluarkan 18Periksa (pembayaran) tidak diterima pada waktu 30Periksa tidak ditandatangani 8Faktur dan nomor faktur direferensikan tidak setuju 12

Teknik apa yang akan Anda gunakan dan apa kesimpulan yang dapat Anda menarik tentangcacat di departemen piutang?

Masalah 2:

Siapkan diagram alur untuk membeli Big Mac di drive-through window di McDonalds.

Masalah 3:

Menggambar diagram tulang ikan merinci alasan mengapa sebagian mungkin tidak benarmesin.

Chapter 7, Process Strategy

Problem 1:

Jackson Custom Machine Shop has a contract for 130,000 units of a new product. SamJumper, the owner, has calculated the cost for three process alternatives. Fixed costs will be:for general-purpose equipment (GPE), $150,000; flexible manufacturing (FMS), $350,000;and dedicated automation (DA), $950,000. Variable costs will be: GPE, $10; FMS, $8; andDA, $6. Which should he choose?

Problem 2:

Solve Problem 1 graphically

Problem 3:

Using either your analytical solution found in Problem 1, or the graphical solution found inProblem 2, identify the volume ranges where each process should be used.

Problem 4:

If Jackson Custom Machine is able to convince the customer to renew the contract for anotherone or two years, what implications does this have for his decision?

ANSWERS:

Problem 1:

Solve for the crossover between GPE and FMS:

10X + 150000 = 8X + 350000or

2X = 200000x = 100,000 unitsSolve for the crossover between FMS and DA:

8X + 350000 = 6X + 950000or

2X = 600000X = 300000Therefore, at a volume of 130,000 units, FMS is the appropriate strategy.

Problem 2 & 3:

Below 100,000 units use GPE, between 100,000 and 300,000 use FMS, above 300,000 useDA

Problem 4:

If Jackson Custom Machine is able to get the customer to extend the contract for another twoyears, the owner would certainly wish to take advantage of the savings using DedicatedAutomation.

Praktek Masalah: Bab 7, Proses Strategi

Masalah 1:Jackson Custom Machine Shop memiliki kontrak untuk 130.000 unit produk baru. SamJumper, pemilik, telah menghitung biaya untuk tiga alternatif proses. Biaya tetap akan: untukperalatan keperluan umum (EPG), $ 150.000; manufaktur fleksibel (FMS), $ 350.000, danotomatisasi khusus (DA), $ 950.000. Biaya variabel akan: EPG, $ 10; FMS, $ 8; dan DA, $ 6.Yang mana yang harus dia pilih?

Masalah 2:Mengatasi Masalah 1 grafis

Masalah 3:Baik menggunakan solusi analitis Anda ditemukan pada Soal 1, atau solusi grafis yangditemukan pada Soal 2, mengidentifikasi volume berkisar di mana masing-masing prosesharus digunakan.

Masalah 4:Jika Jackson Custom Mesin mampu meyakinkan pelanggan untuk memperbaharui kontrak

selama satu atau dua tahun, apa implikasi hal ini miliki untuk keputusannya?

Chapter 8, Location Strategies

Problem 1:

A major drug store chain wishes to build a new warehouse to serve the whole Midwest. At themoment, it is looking at three possible locations. The factors, weights, and ratings beingconsidered are given below:

Ratings

Factor Weights Peoria Des Moines ChicagoNearness tomarkets

20 4 7 5

Labor cost 5 8 8 4Taxes 15 8 9 7Nearness to suppliers 10 10 6 10

Which city should they choose?

Problem 2:

Balfours is considering building a plant in one of three possible locations. They haveestimated the following parameters for each location:

Location Fixed Cost Variable CostWaco, Texas $300,000 $5.75Tijuana, Mexico $800,000 $2.75Fayetteville, Arkansas $100,000 $8.00

For what unit sales volume should they choose each location?

Problem 3:

Our main distribution center in Phoenix, AZ is due to be replaced with a much larger, moremodern facility that can handle the tremendous needs that have developed with the citysgrowth. Fresh produce travels to the seven store locations several times a day making siteselection critical for efficient distribution. Using the data in the following table, determine themap coordinates for the proposed new distribution center.

Store Locations Map Coordinates (x,y) Truck Round Trips per DayMesa (10,5) 3Glendale (3,8) 3Camelback (4,7) 2Scottsdale (15,10) 6Apache Junction (13,3) 5Sun City (1,12) 3Pima (5,5) 10

Problem 4:

A company is planning on expanding and building a new plant in one of three countries inMiddle or Eastern Europe. The general manager, Patricia Donegal, has decided to base herdecision on six critical success factors: technology availability and support, availability andquality of public education, legal and regulatory aspects, social and cultural aspects, economicfactors, and political stability.

Using a rating system of 1 (least desirable) to 5 (most desirable) she has arrived at thefollowing ratings (you may, of course, have different opinions). In which country should theplant be built?

Critical Success Factor Turkey Serbia SlovakiaTechnology availability and support 4 3 4Availability and quality of public education 4 4 3Legal and regulatory aspects 2 4 5Social and cultural aspects 5 3 4Economic factors 4 3 3Political stability 4 2 3

Problem 5:

Assume that Patricia decides to use the following weights for the critical success factors:

Technology availability and support 0.3

Availability and quality of public education 0.2

Legal and regulatory aspects 0.1

Social and cultural aspects 0.1

Economic factors 0.1

Political stability 0.2

Would this change her decision?

Problem 6:

Patricias advisors have suggested that Turkey and Slovakia might be better differentiated byeither (a) doubling the number of critical success factors, or (b) breaking down each of theexisting critical success factors into smaller, more narrowly defined items, e.g., Availabilityand quality of public education might be broken into primary, secondary, and post-secondaryeducation. How would you advise Ms. Donegal?

ANSWERS:

Problem 1:

Ratings Weighted Ratings

Factor Weights Peoria DesMoines Chicago PeoriaDes

Moines Chicago

Nearness tomarkets 20 4 7 5 80 140 100

Labor cost 5 8 8 4 40 40 20Taxes 15 8 9 7 120 135 105Nearness tosuppliers 10 10 6 10 100 60 100

Sum of Weighted ratings: 340 375 325

Therefore, it appears that based upon the weights and rating, Des Moines should be chosen.

Problem 2:

Transition between Waco and Tijuana:

300,000 (5.75 ) 800,000 (2.75 )3 500,000

166,000

x xxx

+ = +==

Transition between Waco and Fayetteville:

300,000 (5.75 ) 100,000 (8.00 )200,000 2.25

88,888

x xx

x

+ = +==

Problem 3:

New Distribution Center should be located at:

(10*3) (3*3) (4* 2) (15*6) (13*5) (1*3) (5*10) 255 7.973 3 2 6 5 3 10 32x

C + + + + + += = =+ + + + + +

(5*3) (8*3) (7* 2) (10*6) (3*5) (12*3) (5*10) 214 6.693 3 2 6 5 3 10 32y

C + + + + + += = =+ + + + + +

Problem 4:

Critical Success Factor Turkey Serbia Slovakia

Technology availability and support 4 3 4Availability and quality of publiceducation

4 4 3

Legal and regulatory aspects 2 4 5Social and cultural aspects 5 3 4Economic factors 4 3 3Political stability 4 2 3

?? = 23 19 22

Based upon her ratings of the critical success factors, Patricia should choose Turkey. From apractical perspective, given the small difference between the scores for Turkey and Slovakia,and the subjectivity of the ratings themselves, Patricia would be better advised to developadditional critical success factors, more carefully weigh the individual factors; or, in general,to acquire more information before making her decisions.

Problem 5:

Critical Success Factor Wgt Turkey Serbia Slovakia

Technology availability and support 0.3 4 1.2 3 0.9 4 1.2Availability and quality of publiceducation

0.2 4 0.8 4 0.8 3 0.6

Legal and regulatory aspects 0.1 2 0.2 4 0.4 5 .5

Social and cultural aspects 0.1 5 0.5 3 0.3 4 0.4Economic factors 0.1 4 0.4 3 0.3 3 0.3Political stability 0.2 4 0.8 2 0.4 3 0.6

?? = 3.9 3.1 3.6

No, in this case, use of the weighting factors does not change the recommendation. One mightagain suggest that additional information be considered in making the decision.

Problem 6:

(a) Doubling the number of critical success factors. There are two issues here. First, from apractical perspective there are a limited number of truly critical success factors andthese should be the ones presently being considered. Any additional factors should be ofsecondary or tertiary importance. Second, given the subjective nature of the ratingprocess, adding additional factors would also increase the overall margin of error of thefinal ratings to a degree that may eliminate any gain in differentiation arising from the useof the additional factors. The use of a maximum of seven to nine critical success factors isusually appropriate.

(b) Given that ones ability to estimate or rate an aggregate is usually better than ones abilityto estimate or rate the individual components of the aggregate, this approach is unlikelyto provide much help.

Praktek Masalah: Bab 8, Strategi Lokasi

Masalah 1:

Sebuah jaringan toko obat utama ingin membangun sebuah gudang baru untuk melayaniseluruh Midwest. Pada saat ini, adalah melihat tiga lokasi mungkin. Faktor, bobot, danperingkat yang dianggap diberikan di bawah ini:

RatingsFaktor Berat Peoria Des Moines ChicagoKedekatan dengan pasar 20 4 7 5Biaya tenaga kerja 5 8 8 4Pajak 15 8 9 7Kedekatan dengan pemasok 10 10 6 10

Kota mana yang harus mereka pilih?

Masalah 2:

Balfour sedang mempertimbangkan membangun pabrik di salah satu dari tiga lokasi mungkin.Mereka telah memperkirakan parameter berikut ini untuk setiap lokasi:

Lokasi Biaya Tetap Biaya Variabel

Waco, Texas $ 300,000 $ 5,75Tijuana, Mexico $ 800,000 $ 2,75Fayetteville, Arkansas $ 100,000 $ 8,00

Untuk apa penjualan unit volume harus mereka memilih setiap lokasi?

Masalah 3:

utama distribusi kami pusat di Phoenix, AZ adalah karena diganti dengan fasilitas, jauh lebihbesar yang lebih modern yang dapat menangani kebutuhan luar biasa yang telahdikembangkan dengan pertumbuhan kota. Produk segar perjalanan ke tujuh lokasi tokobeberapa kali sehari membuat pilihan lokasi yang kritis untuk distribusi yang efisien.Menggunakan data dalam tabel berikut, tentukan peta koordinat untuk pusat distribusi baruyang diusulkan.

Peta Lokasi Toko Koordinat (x, y) Perjalanan Bundar Truk per HariMesa (10,5) 3Glendale (3,8) 3Camelback (4,7) 2Scottsdale (15,10) 6Apache Junction (13,3) 5Sun City (1,12) 3Pima (5,5) 10

Masalah 4:

Sebuah perusahaan berencana memperluas dan membangun pabrik baru di salah satu dari tiganegara di Timur Tengah atau Eropa. Manajer umum, Patricia Donegal, telah memutuskanuntuk mendasarkan keputusan di atas enam faktor keberhasilan kritis: ketersediaan dandukungan teknologi, ketersediaan dan kualitas pendidikan masyarakat, aspek hukum danperaturan, aspek sosial dan budaya, faktor ekonomi, dan stabilitas politik.Menggunakan sistem peringkat 1 (paling tidak diinginkan) sampai 5 (paling diinginkan) diatelah tiba di peringkat berikut (mungkin Anda, tentu saja, memiliki pendapat yang berbeda).Di negara mana harus menanam dibangun?

Faktor Sukses Turki Kritis Serbia SlovakiaTeknologi ketersediaan dan dukungan 4 3 4Ketersediaan dan kualitas pendidikan masyarakat 4 4 3Aspek hukum dan peraturan 2 4 5Sosial dan aspek budaya 5 3 4Faktor ekonomi 4 3 3Stabilitas politik 4 2 3

Masalah 5:

Asumsikan bahwa Patricia memutuskan untuk menggunakan bobot berikut untuk faktorkeberhasilan kritis:Teknologi ketersediaan dan dukungan 0,3Ketersediaan dan kualitas pendidikan publik 0,2

Aspek hukum dan peraturan 0,1Sosial dan aspek budaya 0,1Faktor-faktor ekonomi 0,1Stabilitas politik 0,2Apakah perubahan ini keputusannya?

Masalah 6:

penasihat Patricia telah menyarankan bahwa Turki dan Slovakia mungkin lebih baikdibedakan oleh (a) dua kali lipat jumlah faktor keberhasilan kritis, atau (b) menguraikan setiapfaktor kesuksesan yang ada kritis menjadi lebih kecil, item lebih sempit didefinisikan,misalnya, Ketersediaan dan kualitas pendidikan publik mungkin akan dibagi menjadipendidikan primer, sekunder, dan pasca-sekolah menengah. Bagaimana Anda menyarankanMs Donegal?

Chapter 9, Layout Strategy

Problem 1:

As in most kitchens, the baking ovens in Loris Kitchen in New Orleans are located in onearea near the cooking burners. The refrigerators are located next to each other as are thedishwashing facilities. A work area of tabletops is set aside for cutting, mixing, dough rolling,and assembling of final servings, although different table areas may be reserved for each ofthese functions.

Given the following Interdepartmental Activity Matrix, develop an appropriate layout forLoris Kitchen.

Interdepartmental Activity Matrix

CookingBurners (A) Refrigerators (B) Dishwashing (C) Work Area (D)

Cooking burners (A) - 7 193 12Refrigerator (B) - 4 82

Dishwashing (C) - 222

Work Area (D) -

The present layout is:

A B C D

with a distance of 10 feet between adjacent areas.

Computing the Load * Distance measure:

Load * Distance

A to B 7 * 10 70

A to C 193*20 3860

A to D 12*30 360

B to C 4*10 40

B to D 82*20 1640

C to D 222*10 2220

Total 8190

Develop a preferred layout. What is the sum of the loads * distance of your new layout?

Problem 2:

A firm must produce 40 units/day during an 8-hour workday. Tasks, times, and predecessoractivities are given below.

Task Time (Minutes) Predecessor(s)A 2 -B 2 AC 8 -D 6 CE 3 BF 10 D, EG 4 FH 3 G

Total 38 minutes

Determine the cycle time and the appropriate number of workstations to produce the 40 unitsper day.

ANSWERS

Problem 1:

From the Activity Matrix, C and D should be next to each other and A should be next to C.The other relationships are minor by comparison. One possible solution is:

B A C D

with a distance of 10 feet between adjacent areas.

Computing the Load * Distance measure:

Load * Distance

A to B 7 * 10 70A to C 193*10 1930A to D 12*20 240B to C 4*20 80B to D 82*30 2460C to D 222*10 2220Total 7000

Further improvement is possible. Try analyzing the following layouts.

A C B D

A C D BProblem 2:

Production time available 8 hrs*60 minutes/hr 480Cycle time 12 minutes/cycleUnits required 40 units 40

= = = =

it Work time requiredMinimum number of workstationsCycle time Cycle time

38 minutes 3.17 station12 minutes/cycle

= =

= =

3.17 workstations must be rounded up to 4 as 3 workstations would not be able to produce therequired output.

One layout not necessarily optimal

Praktek Masalah: Bab 9, Strategi Layout

Masalah 1:Seperti di dapur besar, oven kue di Dapur Lori di New Orleans terletak di satu area dekatpembakar memasak. Lemari pendingin yang terletak di sebelah satu sama lain sebagai adalahfasilitas pencuci piring. Sebuah wilayah kerja permukaan meja disisihkan untuk memotong,mencampur, rolling adonan, dan perakitan porsi akhir, meskipun daerah tabel yang berbedadapat disediakan untuk masing-masing fungsi.Mengingat Antar berikut Aktivitas Matrix, mengembangkan tata letak yang sesuai untukLori's Kitchen.

Kegiatan antar departemen Matrix Memasak Burners (A) Kulkas (B) Pencuci Piring (C) Wilayah Kerja (D)Memasak burner (A) - 7 193 12Kulkas (B) - 4 82Pencuci Piring (C) - 222Area Kerja (D) -

Tata letak ini adalah:

A B C D

dengan jarak 10 meter antara daerah sekitarnya.

Komputasi Load * Jarak mengukur:

Load * JarakA ke B 7 * 10 70A ke C 193 * 20 3860A * 12 sampai D 30 360B ke C 4 * 10 40B ke D 82 * 20 1640C ke D 222 * 10 2220Jumlah 8190

Mengembangkan tata letak disukai. Apa adalah jumlah jarak * banyak layout baru Anda?

Masalah 2:Sebuah perusahaan harus menghasilkan 40 unit / hari selama hari kerja 8-jam. Tugas, kali, dankegiatan pendahulunya diberikan di bawah ini.

Tugas Waktu (Menit) Pendahulu (s)A 2 -B 2 AC 8 -D 6 CE 3 BF 10 D, EG 4 FH 3 GTotal 38 menit

Tentukan waktu siklus dan jumlah yang tepat workstation untuk memproduksi 40 unit perhari.

Chapter 10. Human Resources and Job Design

Problem 1:

Develop a Process Chart for making a grilled cheese sandwich.

Problem 2:

Develop an Activity Chart for doing three loads of laundry.

Problem 3:

Develop a Process Chart for changing the oil in an automobile.

Problem 4:

Develop an Activity Chart for writing a term paper.

ANSWERS

Problem 1:

One possible solution. The level of detail in process charts depends upon the requirements ofthe job. Time is often included to aid analysis of value added.

Process Chart

Distance Symbol Process Description

10Move to cabinet

-Get loaf of bread

6Move to counter

-Open loaf of bread

-Remove two slices of bread

-Lay slices on counter-top

-Close loaf of bread

Move to cabinet

Replace loaf of bread on shelf

10Move to refrigerator

Get mustard, package of ham from refrigerator, and butter

10Move to counter

-Open package of ham

-Remove two slices of ham

-Close package of ham

-Open mustard

-Spread mustard on bread

-Close mustard

-Place ham on bread

-Close sandwich

-Open butter

-Spread butter on top slice of bread

5Move to stove

-Get fry pan

-Turn heat on under fry pan

-Wait for pan to heat

5Move to counter

-Get sandwich & butter

5Move to stove

-Place sandwich, buttered-side down in pan

-Butter top slice

-Close butter

5Move to counter

-Pick up ham, mustard, and butter

10Move to refrigerator

-Return butter, mustard, and ham to refrigerator

5Move to stove

-Wait for sandwich to brown on bottom

-Inspect

-Flip sandwich

-Wait for sandwich to brown on bottom

-Inspect sandwich

10Move to serving area

-Serve sandwich

Problem 2:

Time Operator Machine 1

Washer

Machine 2

Dryer

Load clothes and detergent in to Machine 1 Beingloaded

Idle

Idle Run Idle

Remove clothes from Machine 1 Beingunloaded

Idle

Load clothes into Machine 2 Idle Being loaded

Load clothes and detergent into Machine 1 Beingloaded

Run

Idle Run Run

Remove clothes from Machine 2 Idle Being unloaded

Hang clothes Idle Idle

Problem 3:

One solution might be:

Process Chart for

Changing Oil in Car

Distance Symbol

-Check that needed filter is in stock

-Check that oil is in stock

30Move to car

Get into car

-Start engine

-Idle car to warm engine

-Drive car onto lift

-Stop engine

Release hood catch

-Get out of car

10Go to lift control

Raise lift

10Go to toolbox

Get wrench

Get container for drained oil

Get rag

10Walk under lift

-Wipe around oil drain plug

-Loosen oil drain plug

-Position container

-Remove oil drain plug

-Drain oil

-Wipe around oil drain plug

-Replace oil drain plug

-Tighten oil drain plug

20Remove container to disposal area

15Move to lift control

Lower lift

Wipe oil from wrench

5Move to toolbox

Return wrench to tool chest

Get oil filter wrench from tool chest

Get container for drained oil

10Move to car engine area

-Raise hood

Find oil filter

-Loosen oil filter

-Position container

Remove oil filter

20Take old filter and container of drained oil todisposal area

25Move to filter stock area

Get new filter

25Move to car engine area

-Wipe around filter mount oil seal

-Install new filter

-Tighten new filter

Remove oil filler cap

40Move to oil stock

Get oil from stock

Move to car engine compartment

Open oil container; pour in oil filler

Replace oil filler cap

Clean hands

Start engine

Idle engine

Stop engine

Check oil level

Check oil filter seal

Check oil drain plug

Wipe up any spilled oil

Take empty oil containers to disposal area

Wipe oil from oil filter wrench

25Return oil filter wrench to tool chest

Start engine

Drive car off lift

Park car for owner pickup

Return keys

Problem 4:

Activity Chart for Writing Term Paper

Time Operator Computer 1

Desktop

Computer 2

Library

Develop topic Used for wordprocessing

Develop initial outline Used for wordprocessing

Research Used for look-up andweb search

Flesh out outline withinformation from research

Used for wordprocessing

Evaluate paper

Final edit paper Used for wordprocessing

Proof read paper Used for wordprocessing

Print final copy of paper Used for printing

Does this Activity Chart contain enough detail that you could estimate the time it would taketo write the term paper?

Praktik Masalah: 10 Bab Sumber Daya Manusia dan Desain Kerja

Masalah 1:Mengembangkan Chart Proses untuk membuat sandwich keju panggang.

Masalah 2:Mengembangkan Chart Kegiatan untuk melakukan tiga banyak cucian.

Masalah 3:Mengembangkan Chart Proses untuk mengubah minyak di mobil.

Masalah 4:Mengembangkan Chart Kegiatan untuk menulis makalah.

Chapter 11, Supply-Chain Management

Problem 1:

Determine the sales necessary to equal a dollar of savings on purchases for a company that hasa net profit of 6% and spends 70% of its revenues on purchases.

Problem 2:

Determine the sales necessary to equal a dollar of savings on purchases for a company that hasa net profit of 8% and spends 40% of its revenues on purchases.

Problem 3

Phil Carter, President of Carter Computer Components, Corp. has the option of shippingcomputer transformers from its Singapore plant via container ship or airfreight. The typicalshipment has a value of $75,000. A container ship takes 24 days and costs $5,000; airfreighttakes 1 day and costs $8,000. Holding cost is estimated to be 40% in either case. How shouldshipments be made?

ANSWERS

Problem 1:

From Table 11.3, we see that this company would have to increase sales by approximately$5.56

Problem 2:

From Table 11.3, we see that this company would have to increase sales by approximately$2.94

Problem 3:

Cost via container ship:

[24 * (.40 * 75,000)365

] + 5,000 = (24 *82.19) + 5,000 = 1,972.56 + 5,000 = $6,972.56

Cost via airfreight:

[1* (.40 * 75,000)365

] + 8,000 = (1*82.19) + 8,000 = 82.19 + 8,000 = $8,082.19

Therefore, use the container ship as it has a lower total cost.

Bab 11, Supply-Chain Management

Masalah 1:Tentukan penjualan yang diperlukan untuk sebesar satu dolar tabungan pada pembelian untukperusahaan yang memiliki laba bersih sebesar 6% dan menghabiskan 70% dari pendapatanpada pembelian.

Masalah 2:Tentukan penjualan yang diperlukan untuk sebesar satu dolar tabungan pada pembelian untukperusahaan yang memiliki laba bersih sebesar 8% dan menghabiskan 40% dari pendapatanpada pembelian.

Masalah 3Phil Carter, Presiden Carter Komponen Komputer, Corp memiliki pilihan untuk pengirimantransformer komputer dari tanaman Singapura yang melalui kapal kontainer atau udara.Pengiriman khas memiliki nilai sebesar $ 75.000. Sebuah kapal kontainer membutuhkan 24hari dan biaya $ 5.000; udara memerlukan waktu 1 hari dan biaya $ 8.000. Holding biayadiperkirakan sebesar 40% dalam kedua kasus. Bagaimana seharusnya pengiriman dilakukan?

Chapter 12, Inventory Management

Problem 1:

ABC Analysis

Stock Number Annual$Volume

Percent of Annual $Volume

J24 12,500 46.2

R26 9,000 33.3

L02 3,200 11.8

M12 1,550 5.8

P33 620 2.3

T72 65 0.2

S67 53 0.2

Q47 32 0.1

V20 30 0.1

= 100.0

What are the appropriate ABC groups of inventory items?

Problem 2:

A firm has 1,000 A items (which it counts every week, i.e., 5 days), 4,000 B items(counted every 40 days), and 8,000 C items (counted every 100 days). How many itemsshould be counted per day?

Problem 3:

Assume you have a product with the following parameters:

Demand = 360Holding cost per year = $1.00 per unit

Order cos : $100t = per orderWhat is the EOQ?

Problem 4:

Given the data from Problem 3, and assuming a 300-day work year; how many orders shouldbe processed per year? What is the expected time between orders?

Problem 5:What is the total cost for the inventory policy used in Problem 3?

Problem 6:Assume that the demand was actually higher than estimated (i.e., 500 units instead of 360units). What will be the actual annual total cost?

Problem 7:If demand for an item is 3 units per day, and delivery lead-time is 15 days, what should we usefor a re-order point?

Problem 8:

Assume that our firm produces type C fire extinguishers. We make 30,000 of these fireextinguishers per year. Each extinguisher requires one handle (assume a 300 day work year fordaily usage rate purposes). Assume an annual carrying cost of $1.50 per handle; productionsetup cost of $150, and a daily production rate of 300. What is the optimal production orderquantity?

Problem 9:

We need 1,000 electric drills per year. The ordering cost for these is $100 per order and thecarrying cost is assumed to be 40% of the per unit cost. In orders of less than 120, drills cost$78; for orders of 120 or more, the cost drops to $50 per unit.

Should we take advantage of the quantity discount?

Problem 10:

Litely Corp sells 1,350 of its special decorator light switch per year, and places orders for 300of these switches at a time. Assuming no safety stocks, Litely estimates a 50% chance of noshortages in each cycle, and the probability of shortages of 5, 10, and 15 units as 0.2, 0.15, and0.15 respectively. The carrying cost per unit per year is calculated as $5 and the stockout costis estimated at $6 ($3 lost profit per switch and another $3 lost in goodwill, or future salesloss). What level of safety stock should Litely use for this product? (Consider safety stock of0, 5, 10, and 15 units)

Problem 11:Presume that Litely carries a modern white kitchen ceiling lamp that is quite popular. Theanticipated demand during lead time can be approximated by a normal curve having a mean of180 units and a standard deviation of 40 units. What safety stock should Litely carry toachieve a 95% service level?

ANSWERS

Problem 1:

ABC Groups

Class Items AnnualVolume

Percent of $Volume

A J24, R26 21,500 79.5

B L02, M12 4,750 17.6

C P33, T72, S67, Q47, V20 800 2.9

= 100.0

Problem 2:

ItemClass

Quantity Policy Number of Items toCount Per Day

A 1,000 Every 5 days 1000/5 = 200/day

B 4,000 Every 40days

4000/40=100/day

C 8,000 Every 100days

8000/100=80/day

Total items to count: 380/day

Problem 3:

EOQ Demand Order costHolding cost

items= = = =2 2 360 1001

72000 268* * * *

Problem 4:

N DemandQ

orders per year= = =360268

134.

T Working daysExpected number of orders

days between orders= = =300 134 224/ .

Problem 5:

TC Demand Order CostQ

Quantity of Items Holding Cost= + = + = + =

* ( )*( ) * * $2682

360 100268

268 12

134 134

Problem 6:

TC Demand Order CostQ

Quantity of Items Holding Cost2

= + = + = + =* ( )*( ) * * . $320.500 100

268268 1

2186 57 134 57

Note that while demand was underestimated by nearly 50%, annual cost increases by only20% ( / . )320 268 120= an illustration of the degree to which the EOQ model is relativelyinsensitive to small errors in estimation of demand.

Problem 7:

ROP Demand during lead - time units= = =3 15 45*

Problem 8:

Q Demand Order Cost

Holding Cost Daily Usage RateDaily oduction Rate

unitsp*

.=

-FHG

IKJ

=-FHG IKJ

=2

1

2 30 000 150

150 1 100300

3000* *

Pr

( )( , )( )

Problem 9:

Q unitsp* ($78) ( )( )( )

( . )( )= =

2 1000 1000 4 78

80

Q units to take advantage of quantity discountp* ($50) ( )( )( )

( . )( ).= = =2 1000 100

0 4 50100 120

Ordering 100 units at $50 per unit is not possible; the discount does not apply until 120 theorder equals 120 units. Therefore, we need to compare the total costs for the two alternatives.

Total t Demand Cost Demand Order CostQ

Quantity of Items Holding t* * *cos ( ) ( cos )= + +2

Total tcos ($78) ( )( ) ( )( ) ( )( . )( ) $80,= + + =1000 78 1000 10080

80 0 4 782

498

Total tcos ($50) ( )( ) ( )( ) ( )( . )( ) $52,= + + =1000 50 1000 100120

120 0 4 502

033

Therefore, we should order 120 each time at a unit cost of $50 and a total cost of $52,033.

Problem 10:

Safety stock units= 0 :

Carrying cost equals zero.

Stockout ts Stockout t possible units of shortage probability of shortage number of orders per * * *cos ( cos=

S0 6 5 0 21350300

6 10 015 1350300

6 15 015 1350300

25= + + =* * . * * * . * * * . * .$128

Safety stock units= 5 :

Carrying t per unit units *cos $5 $25= =5

Stockout cost: S5 6 5 0151350300

6 10 015 1350300

75= + =* * . * * * . * $60.

Total t carrying t stockout tcos cos cos $25 $60. $85.= + = + =75 75

Safety stock units= 10 :

Carrying t .cos * $50= =10 5 00

Stockout cost: S10 6 5 0151350300

25= =* * . * .$20

Total t carrying t plus stockout t . . .cos cos cos $50 $20 $70= + = + =00 25 25

Safety stock = 15:

Carrying t * .cos $75= =15 5 00

Stockout tscos = 0 (there is no shortage if 15 units are maintained)

Total t carrying t stockout t . .cos cos cos $75 $0 $75= + = + =00 00

Therefore: Minimum cost comes from carrying a 10-unit safety stock.

Problem 11:

To find the safety stock for a 95% service level it is necessary to calculate the 95th percentileon the normal curve. Using the standard Normal table from the text, we find the Z value for0.95 is 1.65 standard units. The safety stock is then given by:

( )165 40 180 66 180 246. * + = + = Ceiling Lamps

Praktek Masalah: Bab 12, Manajemen Persediaan

Masalah 1:Analisis ABCJumlah Saham Tahunan $ Volume Persen Tahunan $ VolumeJ24 12.500 46,2R26 9.000 33,3L02 3.200 11,8M12 1.550 5.8P33 620 2.3T72 65 0.253 S67 0.2Q47 32 0.130 V20 0,1 100,0 =S

Apa ABC sesuai kelompok barang inventaris?

Masalah 2:perusahaan A memiliki 1.000 "A" item (yang penting setiap minggu, yaitu 5 hari), 4.000 "B"item (dihitung setiap 40 hari), dan 8.000 "C" item (dihitung setiap 100 hari). Berapa banyakitem yang harus dihitung per hari?

Masalah 3:Asumsikan Anda memiliki produk dengan parameter berikut:

Holding biaya per per unitOrder per pesananApa EOQ itu?

Masalah 4:Mengingat data dari Soal 3, dan dengan asumsi setahun 300 hari kerja; berapa banyak pesananharus diproses per tahun? Apakah waktu yang diharapkan antara pesanan?

Masalah 5:Berapa biaya total untuk kebijakan persediaan yang digunakan pada Soal 3?

Masalah 6:Asumsikan bahwa permintaan itu sebenarnya lebih tinggi dari perkiraan (misalnya, 500 unitbukan 360 unit). Apa yang akan menjadi biaya total aktual tahunan?

Masalah 7:Jika permintaan untuk item adalah 3 unit per hari, dan pengiriman lead-waktu 15 hari, apayang harus kita gunakan untuk titik re-order?

Masalah 8:Asumsikan bahwa perusahaan kami memproduksi alat pemadam kebakaran tipe C. Kamimembuat 30.000 dari pemadam kebakaran per tahun. Setiap pemadam memerlukan satuhandle (menganggap 300 hari kerja tahun berjalan tingkat penggunaan harian). Asumsikanbiaya tercatat tahunan sebesar $ 1,50 per menangani; produksi setup biaya sebesar $ 150, dantingkat produksi harian 300. Apakah jumlah produksi yang optimal memesan?

Soal 9:Kita perlu latihan listrik 1.000 per tahun. Biaya pemesanan untuk ini adalah $ 100 per orderdan biaya tercatat diasumsikan 40% dari biaya per unit. Dalam pesanan kurang dari 120, borbiaya $ 78, untuk pesanan 120 atau lebih, biaya turun menjadi $ 50 per unit.

Haruskah kita mengambil keuntungan dari diskon kuantitas?

Masalah 10:Litely Corp menjual 1.350 dari dekorator khusus beralih pada lampu per tahun, dan tempat-tempat pesanan untuk 300 switch ini pada suatu waktu. Dengan asumsi tidak ada sahamkeselamatan, Litely memperkirakan 50% kemungkinan tidak ada kekurangan dalam setiapsiklus, dan probabilitas kekurangan 5, 10, dan 15 unit sebagai 0,2, 0,15, dan 0,15 masing-masing. Biaya perolehan per unit per tahun dihitung sebagai $ 5 dan biaya stockoutdiperkirakan $ 6 ($ 3 keuntungan hilang per saklar dan lain $ 3 hilang dalam goodwill, ataumasa depan rugi penjualan). Apa tingkat safety stock Litely harus digunakan untuk produkini? (Pertimbangkan safety stock dari 0, 5, 10, dan 15 unit)

Masalah 11:Menganggap bahwa Litely membawa lampu langit-langit dapur modern putih yang cukuppopuler. Mengantisipasi permintaan selama lead time dapat didekati dengan kurva normalyang memiliki rata-rata 180 unit dan deviasi standar 40 unit. Apa safety stock Litely harusmembawa untuk mencapai tingkat pelayanan 95%?

Chapter 13, Aggregate Planning

Problem 1:

Set the following problem up in transportation format and solve for the minimum cost plan.

Period

Feb Mar Apr

Demand 55 70 75

Capacity

Regular 50 50 50

Overtime 5 5 5

Subcontract 12 12 10

Beginning Inventory 10

Costs

Regular time $60 per unit

Overtime $80 per unit

Subcontract $90 per unit

Inventory carrying cost $1 per unit per month

Back order cost $3 per unit per month

ANSWERS

Problem 1:

Soal Praktek: Bab 13, Perencanaan Agregat

Masalah 1:Mengatur masalah berikut dalam format transportasi dan memecahkan untuk rencana biayaminimum.Periode Feb Mar AprPermintaan 55 70 75

KapasitasReguler 50 50 50Lembur 5 5 5Subkontrak 12 12 10

Awal Persediaan 10

BiayaRegular waktu $ 60 per unitLembur $ 80 per unitSubkontrak $ 90 per unitMembawa persediaan biaya $ 1 per unit per bulanKembali rangka biaya $ 3 per unit per bulan

Chapter 14, Material Requirements Planning(MRP) and ERP

Problem 1:

The Hunicut and Hallock Corporation makes two versions of the same basic file cabinet, theTOL (Top-of-the-line) five drawer file cabinet and the HQ (High-quality) five drawer filingcabinet.

The TOL and HQ use the same cabinet frame and locking mechanism. The drawer assembliesare different although both use the same drawer frame assembly. The drawer assemblies forthe TOL cabinet use a sliding assembly that requires four bearings per side whereas the HQsliding assembly requires only two bearings per side. (These bearings are identical for bothcabinet types.) 100 TOL and 300 HQ file cabinets need to be assembled in week #10. Nocurrent stock exists.

Develop a material structure tree for the TOL and the HQ file cabinets.

Problem 2:

Develop a gross material requirements plan for the TOL and HQ cabinets in the previousexample.

Problem 3:

Develop a net material requirements plan for the TOL and HQ file cabinets in the previousproblems assuming a current on-hand finished goods inventory of 100 TOL cabinets. The leadtimes are given below.

Painting and final assembly of both HQ and TOL requires 2 weeks.

Both cabinet frames and lock assembly require 1 week for manufacturing.

Both drawer assemblies require 2 weeks for assembly.

Both sliding assemblies require 2 weeks for manufacturing.

Bearings require 2 week to arrive from the supplier.

Problem 4:

If the TOL file cabinet has a gross material requirements plan as shown below, no inventory,and 2 weeks lead time is required for assembly, what are the order release dates and lot sizeswhen lot sizing is determined using lot-for-lot? Use a holding cost of $2.00 and a setup cost of$20.00, and assume no initial inventory.

Gross Material Requirements PlanWeek 1 2 3 4 5 6 7 8 9 10TOL 50 100 50 100

Problem 5:

If the TOL file cabinet has a gross material requirements plan as shown below, no inventory,and 2 weeks of lead time is required for assembly, what are the order release dates and lotsizes when lot sizing is determined by EOQ (Economic Order Quantity)? Use a holding costof $2.00 and a setup cost of $20.00, and assume no initial inventory.

Gross Material Requirements PlanWeek 1 2 3 4 5 6 7 8 9 10TOL 50 100 50 100

Problem 6:

If the TOL file cabinet has a gross materials requirements plan as shown below, no inventory,and 2 weeks of lead time is required for assembly, what are the order release dates and lot sizewhen lot sizing is determined using PPB (part period balancing)? Use a holding cost of $2.00and a setup cost of $20,000, and no initial inventory.

Gross Material Requirements PlanWeek 1 2 3 4 5 6 7 8 9 10TOL 50 100 50 100

ANSWERS

Problem 1:

Problem 2:

Gross Requirements PlanWeek 1 2 3 4 5 6 7 8 9 10TOL 100

HQ 300

Problem 3:

Week

1 2 3 4 5 6 7 8 9 10 LeadTime

TOL

Requireddate 100

2weeks

Orderrelease date

HQ

Requireddate 300

2weeks

Orderrelease date

300

Cabinetframeand lock

Requireddate

300

1week

Orderrelease date

300

HQdrawerassembly

Requireddate

1500

2weeks

Orderrelease date

1500

Drawerframeassembly

Requireddate

1500

2weeks

Orderrelease date

1500

HQslidingassembly

Requireddate

1500

2weeks

Orderrelease date

1500

Bearings

Requireddate

6000

2weeks

Orderrelease date

6000

Receipts:

300 cabinet frames and locks in week 8

1500 HQ drawer assemblies in week 8

1500 drawer frame assemblies in week 6

1500 HQ sliding assemblies in week 6

6000 bearings in week 4

Problem 4:

Gross Material Requirements PlanWeek 1 2 3 4 5 6 7 8 9 10

TOL 50 100 50 100

Release datesand lot sizes 50 100 50 100

Holding cost = $0

Setup cost = 4 * $20 = $80

Total cost = $80

Problem 5:

Solution using POM for Windows:

Gross Material Requirements PlanWeek 1 2 3 4 5 6 7 8 9 10

TOL 50 100 50 100

Release datesand lot sizes 72 96 48

96

Holding cost = $280

Setup cost = 4 * $20 = $80

Total cost = $360

Bab 14, Material Requirements Planning (MRP) dan ERP

Masalah 1:Para Hunicut dan Hallock Corporation membuat dua versi dari lemari file yang sama dasar,TOL (Top-of-the-line) lima lemari laci file dan HQ (High-kualitas) lima laci lemari arsip.

Para TOL dan HQ menggunakan frame kabinet yang sama dan mekanisme penguncian.Majelis laci berbeda meskipun keduanya menggunakan perakitan laci yang sama frame.majelis Laci untuk kabinet TOL menggunakan perakitan geser yang memerlukan empatbantalan per sisi sedangkan perakitan HQ geser membutuhkan hanya dua bantalan tiap sisi.(Ini bantalan yang identik untuk kedua jenis kabinet.) 100 TOL dan 300 HQ lemari arsip harusdirakit pada minggu # 10. Tidak ada saham saat ini ada.

Mengembangkan pohon bahan struktur untuk TOL dan lemari arsip kantor pusat.

Masalah 2:Mengembangkan bahan rencana kebutuhan kotor untuk lemari TOL dan HQ pada contohsebelumnya.

Masalah 3:Mengembangkan bahan rencana kebutuhan bersih untuk TOL dan lemari arsip HQ dalammasalah sebelumnya dengan asumsi pada saat tangan persediaan barang jadi dari 100 lemariTOL. Memimpin kali diberikan di bawah ini.

perakitan Lukisan dan akhir dari kedua HQ dan TOL membutuhkan 2 minggu.

frame kabinet Baik dan perakitan kunci memerlukan 1 minggu untuk pembuatan.

Kedua majelis laci memerlukan 2 minggu untuk perakitan.

Kedua majelis geser memerlukan 2 minggu untuk pembuatan.

Bearings memerlukan 2 minggu untuk datang dari pemasok.

Masalah 4:Jika lemari arsip TOL memiliki rencana kebutuhan material kasar seperti yang ditunjukkan dibawah ini, tidak ada persediaan, dan 2 minggu lead time dibutuhkan untuk perakitan, apatanggal rilis order dan ukuran banyak saat lot sizing ditentukan dengan-banyak-banyak untuk?Gunakan biaya penyimpanan sebesar $ 2,00 dan biaya setup sebesar $ 20.00, dan menganggaptidak memiliki persediaan awal.

Persyaratan Bahan Rencana BrutoMinggu 1 2 3 4 5 6 7 8 9 10TOL 50 100 50 100

Masalah 5:Jika lemari arsip TOL memiliki rencana kebutuhan material kasar seperti yang ditunjukkan dibawah ini, tidak ada persediaan, dan 2 minggu lead time dibutuhkan untuk perakitan, apatanggal rilis order dan ukuran banyak saat lot sizing ditentukan oleh EOQ (Economic OrderQuantity) ? Gunakan biaya penyimpanan sebesar $ 2,00 dan biaya setup sebesar $ 20.00, danmenganggap tidak memiliki persediaan awal.

Persyaratan Bahan Rencana BrutoMinggu 1 2 3 4 5 6 7 8 9 10TOL 50 100 50 100

Masalah 6:Jika lemari arsip TOL memiliki bahan-bahan kotor persyaratan rencana seperti yangditunjukkan di bawah ini, tidak ada persediaan, dan 2 minggu lead time dibutuhkan untukperakitan, apa tanggal rilis pesanan dan ukuran banyak saat lot sizing ditentukan dengan PPB(menyeimbangkan bagian periode) ? Gunakan biaya penyimpanan sebesar $ 2,00 dan biayasetup sebesar $ 20.000, dan tidak ada persediaan awal.

Persyaratan Bahan Rencana BrutoMinggu 1 2 3 4 5 6 7 8 9 10TOL 50 100 50 100

Chapter 15, Short Term Scheduling

Problem 1:

Assume that Susan is a sorority pledge coordinator with four jobs and only three pledges. Thetable below gives the expected time for each pledge to do each job.

Job 1 Job 2 Job 3 Job 4

Alice 4 9 3 8

Barbara 7 8 2 6

Jennifer 3 4 5 7

If she wishes to minimize the time taken, to whom should she assign which job?

Problem 2:

Five jobs are to be done at custom furniture shop:

Job DaystoFinish

DatePromised

(in Days fromToday)

A 2 5

B 8 8

C 6 12

D 4 10

E 1 4

Compare the effect of the scheduling methods (A) FCFS (first come, first served), (B) EDD(earliest due date), and (C) SPT (smallest processing time).

Problem 3:The following six jobs are waiting to be processed:

Job HourstoProcess

TimeDue

#407 2 7

#281 8 16

#306 4 4

#429 10 17

#038 5 15

#998 12 18

Develop the appropriate sequencing for these jobs using the Critical Ratio criteria.

Problem 4:

Five jobs go through two work centers, as shown below:

Job Hours Required

Varnishing(Center 1)

Painting(Center 2)

R 4 5

S 17 7

T 14 12

U 9 2

V 11 6

What is the appropriate sequence for these jobs?

ANSWERS

Problem 1:

First, begin with the following assignment table:

Job 1 Job 2 Job 3 Job 4

Alice 4 9 3 8

Barbara 7 8 2 6

Jennifer 3 4 5 7

Dummy 0 0 0 0

Note: The dummy must be added because we have four jobs and only three people.

Solve this table for the set of assignments giving the minimum total job time.

Your final table should look like:

Job 1 Job 2 Job 3 Job 4

Alice 0 4 0 3

Barbara 4 4 0 2

Jennifer 0 0 3 3

Dummy 1 0 2 0

The set of optimal assignments would then be:

Alice - Job 1

Barbara - Job 3

Jennifer - Job 2

Dummy - Job 4

Note that Job 4 does not get done since it is assigned to the Dummy.

Problem 2:

(A)

FCFS

Sequence ProcessTime

FlowTime

DueDate

Lateness

A 2 2 5 0

B 8 10 8 2

C 6 16 12 4

D 4 20 10 10

E 1 21 4 17

TOTALS 21 69 33

Average completion time . days= =69 5 13 8/

Average number of jobs in the system jobs= =69 21 3 28/ .

Average lateness days= =33 5 6 6/ .

Utilization = =21 69 30/ .4%

(B)

EDD

Sequence ProcessTime

FlowTime

DueDate

Lateness

E 1 1 4 0

A 2 3 5 0

B 8 11 8 3

D 4 15 10 5

C 6 21 12 9

TOTALS 21 51 17

Utilization = =21 51 41 2%/ .

(C)

SPT

Sequence ProcessTime

FlowTime

DueDate

Lateness

E 1 1 4 0

A 2 3 5 0

D 4 7 10 0

C 6 13 12 1

B 8 21 8 13

TOTALS 21 45 14

Average completion time days= =45 5 9/

Average number of jobs in the system jobs= =45 21 214/ .

Average lateness days= =14 5 2 8/ .

Utilization = =21 45 46 7%/ .

Problem 3:

Job Hours toProcess

TimeDue

ComputedCriticalRatio

#407 2 7 7/2 = 3.5

#281 8 16 16/8 = 2.0

#306 4 4 4/4 = 1.0

#429 10 17 17/10 = 1.7

#038 5 15 15/5 = 3.0

#998 12 18 18/12 = 1.5

CriticalRatioSequence

CriticalRatio

#306 1.0

#998 1.5

#429 1.7

#281 2.0

#038 3.0

#407 3.5

Problem 4:

Soal Praktek: Bab 15, Penjadwalan Jangka Pendek

Masalah 1:

Asumsikan bahwa Susan adalah janji mahasiswi koordinator dengan empat pekerjaan danhanya tiga janji. Tabel di bawah ini memberikan waktu yang diharapkan untuk setiap janjiuntuk melakukan pekerjaan masing-masing.Ayub 1 Job 2 Job 3 Job 4Alice 4 9 3 8

Barbara 7 8 2 6Jennifer 3 4 5 7

Jika dia ingin meminimalkan waktu yang dibutuhkan, kepada siapa ia harus menetapkan yangpekerjaan?

Masalah 2:Lima pekerjaan harus dilakukan di toko furnitur kustom:Hari Ayub Dijanjikan Selesai Tanggal(Dalam hari dari Today)A 2 5B 8 8C 6 12D 4 10E 1 4

Bandingkan pengaruh metode penjadwalan (A) FCFS (first come, first served), (B) EDD(jatuh tempo awal), dan (C) SPT (waktu proses terkecil).

Masalah 3:Keenam berikut pekerjaan sedang menunggu untuk diproses:Jam Ayub Proses Sisa Karena# 407 2 7# 281 8 16# 306 4 4# 429 10 17# 038 5 15# 998 12 18

Mengembangkan urutan yang sesuai untuk pekerjaan ini menggunakan kriteria Rasio Kritis.

Masalah 4:Lima pekerjaan melalui dua pusat bekerja, seperti yang ditunjukkan di bawah ini:Jam Kerja DiperlukanVarnishing (Pusat 1) Lukisan (Center 2)R 4 5S 17 7T 14 12U 9 2V 11 6

Apa urutan tepat untuk pekerjaan ini?

Chapter 16, Just-in-Time Systems

Problem 1:

Bryant Electronics produces short runs of battery-powered pocket lanterns. You have beenasked to reduce inventory by introducing a kanban system. After several hours of analysis youhave developed the following data for connectors used in one work cell. How many kanbansdo you need for this connector?

Daily demand 1,500 units

Production lead-time 1 day

Safety stock 1 day

Kanban size 250 units

Problem 2:

Perkins Lighting wishes to employ a kanban in their new floor lamp production system. Forthe floor lamp base, they have provided the following information:

Daily demand 300 units

Holding cost $20/unit/year

Order cost $10/order

Lead time 2 days

Safety stock 600 units

Find the size of the kanban and the number of kanbans required.

ANSWERS

Problem 1:

Demand during lead time 1,500=

Safety stock 1,500=

Therefore: Maximum inventory level 1,500 1,500 3, 000= + =

Number of kanbans needed maximum inventory level/kanban size 3000 / 250 12= = =

Problem 2:

Daily demand 300 units

Holding cost $20/unit/year

Order cost $10/order

Lead time 2 days

Safety stock 2 days demand

Find the size of the kanban and the number of kanbans required.

Assume that the size of the kanban is the EOQ:

2* Demand *Order cost 2*300*300*10Q 90,000 300 units

Holding cost 20= = = =

kanban size 300\ =

Number of kanbans (demand during lead time safety stock) / size of kanban= +

[(2*300) 600] / 300 1200 / 300 4 kanbans= + = =

Soal Praktek: Bab 16, Just-in-Time Systems

Masalah 1:Elektronik Bryant menghasilkan berjalan singkat lentera saku bertenaga baterai. Anda telahdiminta untuk mengurangi persediaan dengan memperkenalkan sistem kanban. Setelahbeberapa jam analisis Anda telah mengembangkan data berikut untuk konektor yangdigunakan dalam satu sel kerja. Berapa banyak kanbans yang anda butuhkan untuk konektorini?

Harian permintaan 1.500 unit

Produksi lead-time 1 hari

Safety stock 1 hari

Kanban ukuran 250 unit

Masalah 2:Perkins Lighting ingin mempekerjakan kanban di lantai baru sistem mereka produksi lampu.Untuk lampu lantai dasar, mereka telah memberikan informasi berikut:

Harian permintaan 300 unit

Holding biaya $ 20/unit/year

Order biaya $ 10/order

Lead waktu 2 hari

Safety stock 600 unit

Cari ukuran kanban dan jumlah kanbans diperlukan.

Chapter 17, Maintenance and Reliability

Problem 1:

California Instruments, Inc., produces 3,000 computer chips per day. Three hundred are testedfor a period of 500 operating hours each. During the test, six failed: two after 50 hours, two at100 hours, one at 300 hours, and one at 400 hours.

Find FR(%) and FR(N).

Problem 2:

If 300 of these chips are used in building a mainframe computer, how many failures of thecomputer can be expected per month?

Problem 3:

Find the reliability of this system:

Problem 4:

Given the probabilities below, calculate the expected breakdown cost.

Number of Breakdowns Daily Frequency0 31 22 23 3

Assume a cost of $10 per breakdown.

ANSWERS

Problem 1:

FR(%) = failures per number tested = 6/300 = 0.02 = 2%

FR(N) = failures per operating time:

Total time = 300 * 500 = 150,000 hours

Downtime = 2(450) + 2(400) + 1(200) + 1(100) = 2,000 hours

Operating time = Total time Downtime = 150,000 2,000 = 148,000

Therefore: FR(N) = 6/148,000 = 0.0000405 failures/hour

MTBF = 1/FR(N) = 24,691 hours

Problem 2:

Converting the units of FR(N) to months:

FR(N) = 0.0000405 * 24 hours/day * 30 days/month = 0.029 failures/month

FR(N) for the 300 units:

FR(N) = 0.029 failures/month * 300 units = 8.75 failures/month

MTBF for the mainframe:

MTBF = 1/FR(N) = 1/8.75 = 0.11 month = 0.11 * 30 = 3.4 days

Calculation for MTBF assumes that failure of any one chip brings down entire system.

Problem 3:

[0.95 0.92(1 0.95)] * [0.98] * [0.90 0.90(1 0.90)]R = + - + -

= 0.996 * 0.98 * 0.99 = 96.6%

Problem 4:

Number of Breakdowns Daily Frequency Probability0 3 0.31 2 0.22 2 0.23 3 0.3

Expected number of breakdowns = (0)(0.3) + (1)(0.2) + (2)(0.2) + (3)(0.3)

= 0 + 0.2 + 0.4 + 0.9

= 1.5 breakdowns/day

Expected breakdown cost = Expected number of breakdowns * Cost per breakdown

= 1.5 * $10

= $15/day

Praktek Masalah: Bab 17, Pemeliharaan dan Keandalan

Masalah 1:

California Instruments, Inc, memproduksi chip komputer 3.000 per hari. Tiga ratus diuji untukjangka waktu 500 jam operasi masing-masing. Selama pengujian, enam gagal: dua setelah 50jam, dua jam 100 jam, satu jam 300 jam, dan satu di 400 jam.

Cari FR (%) dan FR (N).

Masalah 2:

Jika 300 chip ini digunakan dalam membangun sebuah komputer mainframe, berapa banyakkegagalan komputer dapat diharapkan per bulan?

Masalah 3:

Temukan keandalan sistem ini:

Masalah 4:

Mengingat probabilitas bawah, menghitung biaya kerusakan yang diharapkan.

Jumlah kerusakan Frekuensi Harian0 31 22 23 3

Asumsikan biaya sebesar $ 10 per breakdown.

Practice Problems: Module A, Decision Making

Problem 1:

Bascombs Candy is considering the introduction of a new line of products. In order toproduce the new line, the bakery is considering either a major or minor renovation of thecurrent plant. The market for the new line of products could be either favorable orunfavorable. Bascombs Candy has the option of not developing the new product line at all.Develop the appropriate decision tree.

Problem 2:

With major renovation, at Bascombs Candy (See Problem 1 above) the payoff from afavorable market is $100,000, from an unfavorable market $ - 90 000, . Minor renovationsand favorable market has a payoff of $40,000 and an unfavorable market $ - 20 000, .Assuming that a favorable market and an unfavorable market are equally likely, solve thedecision tree.

Problem 3:

Jeff Heyl, the owner of Bascombs Candy (Problem 1 and 2 above) realizes that he should getmore information before making his final decision. He decides to contract with a marketresearch firm to conduct a market survey. How much should Jeff be willing to pay for accurateinformation (i.e. What is the Expected Value of Perfect Information, EVPI?)?

ANSWERS

Problem 1:

Problem 2:

Therefore, the appropriate choice under equally likely market conditions is to make the minormodifications ( $10, .)EMV = 000

Problem 3:

With knowledge of when a favorable market will occur, Jeffs best payoff is major renovation.This happens 12 the time. $100, * . $50,000 5 000=

When unfavorable market exists, Jeff will do nothing, which happens 12 the time.

0 5 0* . = .$0so Perfect Information yields = + =($100, ) ( * . ) $50,000 5 0 5 000 * .

Therefore EMV is $10,000 vs. $50,000 with Perfect Information

and EVPI = - =$50, $10, $40,000 000 000

Practice Problems: Module B, Linear Programming

Problem 1:

Chads Pottery Barn has enough clay to make 24 small vases or 6 large vases. He has onlyenough of a special glazing compound to glaze 16 of the small vases or 8 of the large vases.Let X1 = the number of small vases and X2 = the number of large vases.

The smaller vases sell for $3 each, and the larger vases would bring $9 each.

(a) Formulate the problem

(b) Solve the problem graphically

Problem 2:

A fabric firm has received an order for cloth specified to contain at least 45 pounds of cottonand 25 pounds of silk. The cloth can be woven out of any suitable mix of two yarns A and B.They contain the proportions of cotton and silk (by weight) as shown in the following table:

Cotton Silk

A 30% 50%B 60% 10%

Material A costs $3 per pound, and B costs $2 per pound. What quantities (pounds) of A andB yarns should be used to minimize the cost of this order?

ANSWERS

Problem 1:

(a) Formulation:

Objective function: Maximize 3X1 + 9X2Subject to: Clay constraint: 1X1 + 4X2 24

Glaze constraint: 1X1 + 2X2 16

(b) Graphical Solution

X1 @ $3.00 X2 @ $9.00 IncomeA 0 0 0B 0 6 $54C 8 4 $60*

D 16 0 $48

Evaluating all possible corner points that might be the optimal solution, the optimum incomeof $60 will occur by making and selling 8 small vases and 4 large vases. An iso-profit line onthe graph from (20,0) to (0,6.67) shows the point that returns value of $60.

Problem 2:

Formulation:

Objective function: min C = 3A + 2B

Constraints: Cotton .30A + .60B 45

Silk .50A + .10B 25

We can learn the values of A and B at intersection of the Silk and Cotton constraints bysimultaneously solving the equations that determine the point. To solve for A we first multiplythe Silk equation by 6 then subtract the Cotton equation.

3.0 .60 150 (Silk constraint multiplied by 6).30 .60 45 (subtract Cotton equation)2.70 105 38.8

A BA B

AA

+ =+ =

==

Following the same basic procedure for the value of B, we multiply the Cotton equation by 3and the Silk equation by 5 and subtract the Silk equation.

1.50 3.0 225 (Cotton equation multiplied by 5)1.50 .30 75 (Silk equation multiplied by 3 and subtracted) 2.70 150 55.6

A BA B

BB

+ =+ =

==

Using the Objective Function, we can calculate the profit at each of the three corner points:

Axis intercept (0, 250) = (0 * $3) + (250 * $2) = $500

Axis intercept (150, 0) = (150 * $3) + 0 * $2) = $350

Intersection of the two constraints (38.8, 55.5) = (38.8 * $3) + (55.6 * $2) = $227.60

The minimum cost is found at the intersection of the two constraint equations.

Praktek Masalah: Modul B, Linear Programming

Masalah 1:

Chad Pottery Barn memiliki cukup tanah liat untuk membuat 24 vas kecil atau 6 vas besar.Dia hanya cukup dari senyawa kaca khusus untuk Glaze 16 dari vas kecil atau 8 dari vasbesar. Biarkan X1 = jumlah vas kecil dan X2 = jumlah vas besar.

Vas kecil menjual sebesar $ 3 masing-masing, dan vas yang lebih besar akan membawa $ 9masing-masing.

(A) Merumuskan masalah

(B) Memecahkan masalah grafis

Masalah 2:

Sebuah perusahaan kain telah menerima pesanan untuk kain ditentukan untuk mengandungpaling sedikit 45 pon kapas dan 25 pon sutra. kain tenun ini dapat keluar dari setiap campuranyang cocok dari dua benang A dan B. Mereka mengandung proporsi kapas dan sutra (denganb