运营管理课后习题答案.docx
- 文档编号:30497787
- 上传时间:2023-08-15
- 格式:DOCX
- 页数:37
- 大小:233.66KB
运营管理课后习题答案.docx
《运营管理课后习题答案.docx》由会员分享,可在线阅读,更多相关《运营管理课后习题答案.docx(37页珍藏版)》请在冰豆网上搜索。
运营管理课后习题答案
Chapter02-Competitiveness.Strategy,andProductivity
3.
(1)
(2)
(3)
(4)
(5)
(6)
(7)
Worker
Overhead
Material
Total
MFP
Week
Output
Cost@
$12x40
Cost@1.5
Cost@$6
Cost
(2)(6)
1
30,000
2,880
4,320
2,700
9,900
3.03
2
33,600
3,360
5,040
2,820
11,220
2.99
3
32,200
3,360
5,040
2,760
11,160
2.89
4
35,400
3,840
5,760
2,880
12,480
2.84
*refertosolvedproblem#2
Multifactorproductivitydroppedsteadilyfromahighof3.03toabout
2.84.
4.
a.
Before:
805
=16cartsperworkerperhour.
After:
844
=21cartsperworkerperhour.
b.
Before:
($10x5:
=$50)+$40=$90;hence80
+$90=
:
.89carts/$1
After:
($10x4=
$40)+$50=$90;hence84
+$90=
:
.93carts/$1
c.
Laborproductivityincreasedby31.25%((21-16)/16).
Multifactorproductivityincreasedby4.5%((.93-.89)/.89).
*MachineProductivity
Before:
80+40=2carts/$1.
After:
84+50=1.68carts/$1.
Productivityincreasedby-16%((1.68-2)/2)
Chapter03-ProductandServiceDesign
6.StepsforMakingCashWithdrawalfromanATM
1.InsertCard:
MagneticStripShouldbeFacingDown
2.WatchScreenforInstructions
3.SelectTransactionOptions:
1)Deposit
2)Withdrawal
3)Transfer
4)Other
4.EnterInformation:
1)PINNumber
2)SelectaTransactionandAccount
3)EnterAmountofTransaction
5.Deposit/Withdrawal:
1)Deposit——placeinanenvelope(whichyou'llfindnearorintheATM)andinsertitintothedepositslot
2)Withdrawal—liftthe“WithdrawalDoor,”beingcarefultoremoveallcash
6.Removecardandreceipt(whichservesasthetransactionrecord)
8.
Technical
Requirements
CustomerRequirements
Ingredients
Handling
Preparation
Taste
V
V
Appearanee
V
V
V
Texture/consistency
V
V
Chapter04-StrategicCapacityPlanningforProductsandServices
2.EfficiencyActualoutput8Q%Effectivecapacity
Actualoutput=.8(Effectivecapacity)Effectivecapacity=.5(Designcapacity)Actualoutput=(.5)(.8)(Effectivecapacity)Actualoutput=(.4)(Designcapacity)Actualoutput=8jobs
Utilization=.4
Utilization
Actualoutput
Designcapacity
DesignCapacity
Actualoutput8Effectivecapacity.4
20jobs
10.
a.Given:
10hrs.or600min.ofoperatingtimeperday.
250daysx600min.=150,000min.peryearoperatingtime.
Totalprocessingtimebymachine
Product
A
B
C
1
48,000
64,000
32,000
2
48,000
48,000
36,000
3
30,000
36,000
24,000
4
60,000
60,000
30,000
Total,000208,000122,000
Na
186,000
150,000
Nb
208,000
150,000
Nc
122,000
150,000
1.242machine
1.382machine
.811machine
Youwouldhavetobuytwo“Amachinesatatotalcostof$80,000,ortwo“B'machinesatatotalcostof$60,000,orone“C"
machineat$80,000.
b.Totalcostforeachtypeofmachine:
A
(2):
000min
60=3,100hrs.x$10=$31,000+$80,000=$111,000
B⑵:
208,000
60=3,466.67hrs.x$11=$38,+$60,000=$98,
C
(1):
122,00060=2,033.33hrs.x$12=$24,400+$80,000=$104,400
Buy2Bs—thesehavethelowesttotalcost.
Chapter05-ProcessSelectionandFacilityLayout
3.
7
4
Desiredoutput=4
Operatingtime=56minutes
小十Operatingtime56minutesperhour
CT14minutesperunit
Desiredoutput4unitsperhour
Task#ofFollowingPositional
tasks
Weight
A423
B320
C218
D325
E218
F429
G324
H114
I05
a.Firstrule:
mostfollowers.Secondrule:
largestpositionalweight.
AssemblyLineBalancingTable(CT=14)
WorkStation
Task
TaskTime
TimeRemaining
Feasibletasks
Remaining
I
F
5
9
A,D,G
A
3
6
B,G
G
6
一
一
II
D
7
7
B,E
B
2
5
C
C
4
1
一
III
E
4
10
H
H
9
1
一
IV
I
5
9
一
b.Firstrule:
Largestpositionalweight.
AssemblyLineBalancingTable(CT=14)
I
F
5
9
A,D,G
D
7
2
一
II
G
6
8
A,E
A
3
5
B,E
B
2
3
一
III
C
4
10
E
E
4
6
一
IV
H
9
5
I
I
5
一
Totaltime
4.
a.l.
CTxno.ofstations
2.MinimumCt=1.3minutes
Task
Followingtasks
a
4
b
3
c
3
d2
g1
h0
WorkStation
Eligible
Assign
TimeRemaining
IdleTime
I
a
A
1.1
b,c,e,
(tie)
B
0.7
C
0.4
E
0.3
0.3
II
d
D
0.0
0.0
III
f,g
F
0.5
G
0.2
0.2
IV
h
H
0.1
0.1
0.6
3.Idlepercent
2.Assigna,b,c,d,andetostation1:
2.3minutes[noidletime]
Assignf,g,andhtostation2:
2.3minutes
7.
3.0UtPUtCT
OT420
182.6copiers/day
2.3
4.MaximumCtis4.6.Output
420min./day
4.6min./cycle
91.30copiers/day
1
5
4
3
8
7
6
2
Chapter06-WorkDesignandMeasurement
3.
Element
PR
OT
NT
AFob
ST
1
.90
.46
.414
1.15
.476
2
.85
1.505
1.280
1.15
1.472
3
1.10
.83
.913
1.15
1.050
4
1.00
1.16
1.160
1.15
1.334
Total
4.332
8.
A
=24+10+14=48minutesper4hours
48
A
.20
240
NT
6(.95)
5.70min.
ST
5.70x—
—7.125min.
1
.20
9.
a
ElementPR
OT
NT
A
ST
1
1.10
1.19
1.309
1.15
1.505
2
1.15
.83
.955
1.15
1.098
3
1.05
.56
.588
1.15
.676
b.
1.
x
.83
2
s
.034
zs
n
—
z
2.00
ax
A
.01
2
2(.034)
.01(.83)
c.e=.01minutes
2zsn
e
67.12~68observations
2
2(.034)
.01
46.24,roundto47
Factor
Localbank
Steelmill
Foodwarehouse
Publicschool
1.
Convenienceforcustomers
H
L
M-H
M-H
2.
Attractivenessofbuilding
H
L
M
M-H
3.
Nearnesstorawmaterials
L
H
L
M
4.
Largeamountsofpower
L
H
L
L
5.
Pollutioncontrols
L
H
L
L
6.
Laborcostandavailability
L
M
L
L
7.
Transportationcosts
L
M-H
M-H
M
8.
Constructioncosts
M
H
M
M-H
Chapter07-LocationPlanningandAnalysis
4.
Factor
1BusinessServices
2CommunityServices
3RealEstateCost
4ConstructionCosts
5CostofLiving
6Taxes
7Transportation
Total
Location(a)
ABC
955
767
387
565
478
555
678_
45
3944
Weight
A
B
C
2/9
18/9
10/9
10/9
1/9
7/9
6/9
7/9
1/9
3/9
8/9
7/9
2/9
10/9
12/9
10/9
1/9
4/9
7/9
8/9
1/9
5/9
5/9
4/9
1/9
6/9
7/9
8/9
1.0
53/9
55/9
54/9
Location(b)
Eachfactorhasaweightof1/7.
a394445
CompositeScores777
BorCisthebestandAisleastdesirable.
bBusinessServicesandConstructionCostsbothhaveaweightof2/9;theother
factorseachhaveaweightof1/9.
x=1/9
cABC
.ComPos^Scores53/955/954/9
BisthebestfollowedbyCandthenA.
5.
Location
x
y
A
3
7
B
8
2
C
4
6
D
4
1
E
6
4
Totals
25
20
x=
=25=5.0
y=
=20
n
5
n
5
=4.0
Hence,thecenterofgravityisat(5,4)andthereforetheoptimallocation.
Chapter08-ManagementofQuality
1.Checksheet
WorkType
Frequency
LubeandOil
12
Brakes
7
Tires
6
Battery
4
Transmission
1
Total
30
Pareto
12
0
break
lunch
break
Therunchartsseemstoshowapatternoferrorspossiblylinkedtobreaktimesortheendoftheshift.Perhapsworkersarebecomingfatigued.Ifso,perhapstwo10minutebreaksinthemorningandagainintheafternooninsteadofone20minutebreakcouldreducesomeerrors.Also,errorsareoccurringduringthelastfewminutesbeforenoonandtheendoftheshift,andthoseperiodsshouldalsobegivenmanagemen'sattention.
Chapter9-QualityControl
4.
Sample
Mean
Range
1
79.48
2.6
MeanChart:
X±A?
R=79.96±0.58(1.87)
2
80.14
2.3
=79.96±1.08
3
80.14
1.2
UCL=81.04,LCL=78.88
4
79.60
1.7
RangeChart:
UCL=D4R=2.11(1.87)=3.95
5
80.02
2.0
LCL=D3R=0(1.87)=0
6
80.38
1.4
[Bothchartssuggesttheprocessisincontrol:
Neitherhasanypointsoutsidethelimits.]
6.n=200
ControlLimits=
P
25
13(200)
.0096
.0096(.9904)
.00962
\200
.0096.0138
Thus,UCLis.0234andLCLbecomes0.
Sincen=200,thefractionrepresentedbyeachdatapointishalftheamountshown.E.g.,1defective
=.005,2defectives=.01,etc.
Sample10istoolarge.
7.c1107.857
14
Controllimits:
c3.c7.8578.409
UCLis16.266,LCLbecomes0.
Allvaluesarewithinthelimits.
14.LetUSL=UpperSpecificationLimit,LSL=LowerSpecificationLimit,
X=Processmean.
=Processstandarddeviation
ForprocessH:
XLSL
3
1514.1
.93
(3)(.32)
USLX
3
1615…
1.04
(3)(.32)
Cpkmin.938,1.04.93
.931.0,notcapable
ForprocessK:
XLSL
3330
1.0
3
⑶⑴
USLX
3
36533
1.17
⑶
(1)
Cpkmin{1.0,1.17}1.0
AssumingtheminimumacceptableCpkis1.33,sinee1.0<1.33,theprocess
isnotcapable.
ForprocessT:
XLSL
3
18.516.51.67
(3)(0.4)
USLX
3
20J1851.33
(3)(0.4)
Cpkmin{1.67,1.33}1.33
Since1.33=1.33,theprocessiscapable.
Chapter10-AggregatePlanningandMasterScheduling
7.a.Nobacklogsareallowed
Period
Mar.
Apr.
May
Jun.
July
Aug.
Sep.
Total
Forecast
50
44
55
60
50
40
51
350
Output
Regular
40
40
40
40
40
40
40
280
Overtime
8
8
8
8
8
3
8
51
Subcontract
2
0
3
12
2
0
0
19
Output-Forecast
0
4
-4
0
0
3
-3
Inventory
Beginning
0
0
4
0
0
0
3
Ending
0
4
0
0
0
3
0
Average
0
2
2
0
0
1.5
1.5
7
Backlog
Costs:
Regular
0
0
0
0
0
0
0
0
3,200
3,200
3,200
3,200
3,200
3,200
3,200
22,400
Overtime
960
960
960
960
960
360
960
6,120
Subcontract
280
0
420
1,680
280
0
0
2,660
Inventory
0
20
20
0
0
15
15
70
To
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 运营 管理 课后 习题 答案