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1、Chapter1OperationsandProductivityDISCUSSIONQUESTIONS1.Whyshouldonestudyoperationsmanagement?SOLUTIONThetextsuggestsfourreasonstostudyOM.Wewanttounderstand(1)howpeopleorganizethemselvesforproductiveenterprise,(2)howgoodsandservicesarcproduced,(3)whatoperationsmanagersdo,and(4)thiscostlypartofourecono
2、myandmostenterprises.6. Whatarethethreebasicfunctionsofafirm?SOLUTIONThebasicfunctionsofafirmaremarketing,accounting/finance,andoperations.Aninterestingclassdiscussion:Doallfirms/organizations(private,government,not-fbr-profit)performthesethreefunctions?Theauthors*hypothesisisyes,theydo.7. Namethe10
3、decisionareasofoperationsmanagement.SOLUTION1. DesignofGoodsandServices.2. ManagingQuality.3. ProcessStrategy.4. LocationStrategies.5. LayoutStrategies.6. HumanResources.7. Supply-ChainManagement.8. InventoryManagement.9. Scheduling.10. Maintenance.13.DescribesomeoftheactionstakenbyTacoBelltoincreas
4、eproductivitythathaveresultedinTacoBell,sabilitytoservewtwicethevolumewithhalfthelabor.SOLUTIONTacoBelldesignedmealsthatwereeasytoprepare;withactualcookingandfoodpreparationdoneelsewhere;automationtosavepreparationtime;reducedfloorspace;managertrainingtoincreasespanofcontrol.PROBLEMS1.1 JohnLucymake
5、swoodenboxesinwhichtoshipmotorcycles.Johnandhisthreeemployeesinvest40hoursperdaymakingthe120boxes.a) Whatistheirproductivity?b) Johnandhisemployeeshavediscussedredesigningtheprocesstoimprovetheproductivity.Iftheycanincreasetherateto125perday,whatwillbetheirnewproductivity?c) Whatwillbetheirincreasei
6、nproductivity?SOLUTION(a)=3.0boxes/hour(b) j-4L=3.125boxes/hour(c) Changeinproductivity=0.125boxes/hour(d) Percentagechange=4.166%4.6 EricJohnsonmakesbilliardballsinhisNewEnglandplant.Withrecentincreasesinhiscosts,hehasanewfoundinterestinefficiency.Ericisinterestedindeterminingtheproductivityofhisor
7、ganization.Hewouldliketoknowifhisorganizationismaintainingthemanufacturingaverageof3%increaseinproductivity.Hehasthefollowingdatarepresentingamonthfromlastyearandanequivalentmonththisyear:LASTYEARNOWUnitsproduced1,0001,000Labor(hours)300275Resin(pounds)5045Capitalinvested($)10,00011,000Energy(BTU)3,
8、0002,850Showtheproductivitychangeforeachcategoryandthendeterminetheimprovementforlabor-hours,thetypicalstandardforcompassion.SOLUTIONResourceLastYearThisYearChangePercentChangeLabor=3.33二二3.642750.31*=9.3%Resin二二20ED-=22.22盛2.22三二11.1%20CiPital0.110.000-=0.0911.000-0.01=-10.0%Energy0.02=6.1%4.7 Eric
9、Johnson(usingdatafromProblem1.6)determineshiscoststobeasfollows: labor$10perhour; resin$5perpound; capital1%permonthofinvestment; energy$.50perBTU.Showtheproductivitychange,foronemonthlastyearversusonemonththisyear,onamultifactorbasiswithdollarsasthecommondenominator.SOLUTIONLastYearThisYearProducti
10、on1,0001,000Laborhr.$10$3,000$2,750Resin$5250225Capitalcost/month100110Energy1,5001,425$4,850$4,510叫产，。吗&50/L七0.206-0.222-0.016LCiCio=-=0.078fewerresources为85Chapter2OperationsStrategyinaGlobalEnvironmentp42DISCUSSIONQUESTIONS6.Describehowanorganization,smission（使命）andstrategy（战略）havedifferentpurpos
11、es.Solution:AmissionspecifieswheretheorganizationisgoingandaStrategyspecifieshowitisgoingtogetthere.10.Therearethreeprimarywaystoachievecompetitiveadvantage.Provideanexample,notincludeinthetext,ofeach.Supportyourchoices.Solution:Thetextfocusesonthreeconceptualstrategie-costleadership,differentiation
12、andresponse.CostleadershipbyWal-Martvialowoverhead,viciouscostreductioninthesupplychain;Differentiation,certainlyanypremiumproduc-allfinediningrestaurants,up-scaleautos-Lexus,etc.;Response,yourlocalpizzadeliveryservice,FedEx,etc.12.GiventhediscussionofSouthwestAirlinesinthetest,defineanoperationsstr
13、ategy（运营战略）forthatfirm.Solution:TheintegrationofOMwithmarketingandaccountingispervasive.Youmightwanttociteexamplessuchasdevelopingnewproducts.（Marketingmusthelpwiththedesign,theforecastandtargetcosts;accountingmustensureadequatecashfordevelopmentandthenecessarycapitalequipment.）Similarly,newtechnolo
14、gyornewprocessesemanatingfromoperationsmustmeettheapprovalofmarketingandthecapitalconstraintsimposedbytheaccountingdepartment.PROBLEMS2 .1Thetestprovidesthreeprimaryways-strategicapproaches一forachievingcompetitiveadvantage.Provideanexampleofeachnotprovidedinthetest.Supportyourchoices.（Hint:Notetheex
15、ampleprovidedinthetest.）Solution:Thethreemethodsarecostleadership,differentiation,andresponse.CostleadershipcanbeillustratedbyWal-Mart,withlowoverheadandhugebuyingpowertopressureitssuppliersintoconcessions.Differentiationcanbeillustratedbyalmostanyrestaurantorrestaurantchain,suchasRedLobster,whichof
16、fersadistinctmenuandstyleofservicethanothers.ResponsecanbeillustratedbyacourierservicesuchasFedEx,thatguaranteesspecificdeliveryschedules;orbyacustomtailor,whowillhandmakeasuitspecificallyforthecustomer.3 .5IdentifyhowchangeintheinternalenvironmentalaffecttheOMstrategyforacompany.Forinstance,discuss
17、whatimpactthefollowinginternalfactorsmighthaveonOMstrategy:a) Maturingofaproduct.b) Technologyinnovationinthemanufacturingprocess.c) Changesinproductdesignthatmovediskdrivesfrom31/2inchfloppydrivetoCD-ROMdrives.Solution:The10OperationsDecisionsareProduct,Quality,Process,Location,Layout,Humanresource
18、,Supplychain,Inventory,Scheduling,Maintenance.Solution:(a) ThematuringofaproductmaymovetheOMfunctiontofocusonmorestandardization,makefewerproductchanges,findoptimumcapacity,stabilizethemanufacturingprocess,lowerlaborskills,uselongerproductionruns,andinstitutecostcuttinganddesigncompromises.(b) Techn
19、ologicalinnovationinthemanufacturingprocessmaymeannewhumanresourcesskills(eithernewpersonneland/ortrainingofexistingpersonnel),andaddedcapitalinvestmentfornewequipmentorprocesses.Productdesign,layout,maintenanceprocedures,purchasing,inventory,qualitystandards,andproceduresmayallneedtoberevised.(c) A
20、designchangewill,atleastpotentially,requirethesamechangesasnotedin(b).Chapter3ProjectManagementDISCUSSIONQUESTIONS11.Defineearlystartsearlyfinishylatefinish,andlatestarttimes.SOLUTIONEarlystart(ES)ofanactivityisthelatestoftheearlyfinishtimesofallitspredecessors.Earlyfinish(EF)istheearlystartofanacti
21、vityplusitsduration.Latefinish(LF)ofanactivityistheearliestofthelatestarttimesofallsuccessoractivities.Latestart(LS)ofanactivityisitslatefinishlessitsduration.3.7TasktimeestimatesforaproductionlinesetupprojectatRobertKlassensOntariofactoryareasfollows.IMMEDIATEACTIVITYPREDECESSORSTIME(INHOURS)A6.0一B
22、7.2C5.0AD6.0B,CE4.5B,CF7.7DG4.0E,Fa)DrawtheprojectnetworkusingAON.b)Identifythecriticalpath.c)Whatistheexpectedprojectlength?d)DrawaGanttchartfortheproject.Pathme(hoursA-C-E-G19.5B-D-F-G24.9A-C-D-F-G28.7(critical)B-E-G15.7SOLUTION(a)(b,c)Therearefourpaths:(d)GanttChart51015202530Hours3.17BillFennema
23、,presidentofFennemaConstruction,hasdevelopedthetask,durations,andpredecessorrelationshipsinthefollowingtabicforbuildingnewmotels.DrawtheAONnetworkandanswerthequestionthatfollow.IMMEDIATETIMEESTIMATES(INWEEKS)ACTIVITYPREDECESSORS)OPTIMISTICMOSTLIKELYPESSIMISTICABA42881024CA81216DA4610EB123FE,C6820GE,
24、C234HF222JD,G,H4612KU223a) WhatistheexpectedtimeforactivityC?b) WhatisthevarianceforactivityC?c) Basedonthecalculationofestimatedtimes,whichisthecriticalpath?d) Whatistheestimatedtimeofthecriticalpath?e) Whatistheactivityvariancealongthecriticalpath?f) Whatistheprobabilityofcompletionoftheprojectbef
25、oreweek36?SOLUTION(b)VarianceforCis:-:-=1.78(c)CriticalpathisA-C-F-H-J-K(d)Timeoncriticalpath=7.67+12+9.67+2+6.67+2.17=40.18weeks(rounded)(a)Estimated(expected)timeforC=8+(4x12)+166=72/6=12weeksprojectbeforeweek36.Notethatbasedonpossibleroundinginpart(d)wheretimeoncriticalpathcouldbe40.3一theprobabil
26、itycanbeaslowas8.7%.Soastudentanswerbetween8.7%and9.6%isvalid.Summarytableforproblem3.17follows:ActivityActivityTimeEarlyStartEarlyFinishLateStartLateFinishSlackStandardDeviationA7.6607.660.07.6601B9.667.6617.33817.660.333.66C127.6619.667.6619.6601.33D6337.66142531.3317.331E217.3319.3317.6619.660.33
27、0.33F9.6619.6629.3319.6629.3302.33G319.6622.6628.3331.338.660.33H229.3331.3329.3331.3300I629.3335.3332382.660J6.6631.333831.333801.33K2.163840.173840.1700.17Chapter4Forecasting力118)DISCUSSIONQUESTIONS3. Identifythethreeforecastingtimehorizons.Stateanapproximatedurationforeach.Solution:Short-range(un
28、der3months),medium-range(3monthsto3years),andlong-range(over3years).4. Brieflydescribethestepsthatareusedtodevelopaforecastingsystem.Solution:Thestepsthatshouldbeusedtodevelopaforecastingsystemare:(a) Determinethepurposeanduseoftheforecast(b) Selecttheitemorquantitiesthataretobeforecasted(c) Determi
29、nethetimehorizonoftheforecast(d) Selectthetypeofforecastingmodeltobeused(e) Gatherthenecessarydata(f) Validatetheforecastingmodel(g) Maketheforecast(h) Implementandevaluatetheresults9. BrieflydescribetheDelphitechnique.Howwoulditbeusedbyanemployeryouhaveworkedfor?Solution：TheDelphitechniqueinvolves:
30、(a) Assemblingagroupofexpertsinsuchamannerastoprecludedirectcommunicationbetweenidentifiablemembersofthegroup(b) Assemblingtheresponsesofeachexperttothequestionsorproblemsofinterest(c) Summarizingtheseresponses(d) Providingeachexpertwiththesummaryofallresponses(e) Askingeachexperttostudythesummaryof
31、theresponsesandrespondagaintothequestionsorproblemsofinterest.(f) Repeatingsteps(b)through(e)severaltimesasnecessarytoobtainconvergenceinresponses.Ifconvergencehasnotbeenobtainedbytheendofthefourthcycle,theresponsesatthattimeshouldprobablybeacceptedandtheprocessterminated-littleadditionalconvergence
32、islikelyiftheprocessiscontinued.4.21Refertothetrend-adjustedexponentialsmoothingillustrationinExample7.Usinga=.2andB=.4,weforecastsalesfor9mouths,showingthedetailedcalculationsformouth2and3.InSolvedProblem4.2,wecontinuedtheprocessformouth4.Inthisproblem,showyourcalculationsformouths5and6forFt,Tt,and
33、FITt.Solution:421F5=aA4+(l-a)(+7；)=(0.2)(19)+(0.8)(20.14)=3.84-16.11=19.914=取这T)(1)L=(0.4)(19.91-17-82)+0.6)(2.32)=04(2.09)+1.39=0.84+139=2.23月4二与+4=19.91+2.23=22.14=%阙13低十项=(0.2)(24)十(0间(22.14)=4.8+17.71=22.51稣=做外-即I(I-9)-0,4(22.51-19.91)+0.6(223)=0.4(2,65+1.34=1.04+134=2.38FIT=坨+几=22,51+238=24.894
34、.23SaleofvegetabledehydratorsatBudBanis,sdiscountdepartmentstoreinSt.Louisoverthepastyearareshownbelow.Managementpreparedaforecastusingacombinationofexponentialsmoothinganditscollectivejudgmentfortheupcoming4mouths(March,April,May9andJuneof2005).Month2004-2005UnitSalesManagementsForecastJuly100Augus
35、t93September96October110November124December119January92February83March101120April96114May89110June108108a)ComputeMADandMAPEformanagementstechnique.b) Domanagementsresultsoutperform(havesmallerMADandMAPEthan)anaiveforecast?c) Whichforecastdoyourecommend,basedonlowerforecasterror?Solution:Studentsmust
36、determinethenaiveforecastforthefourmonths.ThenaiveforecastforMarchistheFebruaryactualof83,etc.Chapter5DesignofGoodsandServicesDISCUSSIONQUESTIONS5.Whatistime-basedcompetition?SOLUTIONTime-basedcompetitionusesacompetitivestrategyofgettingproductstomarketrapidlyandmayincluderapiddesign,efficientdelive
37、rysystems,andJITmanufacturing.10.VVhatinformationiscontainedinabillofmaterials?SOLUTIONAbillofmaterialsliststhecomponents,theirdescription,andthequantityofeachrequiredtomakeoneunitoftheproduct.15.Whataretheadvantagesofcomputer-aideddesign?SOLUTIONSustainabilityinthecontextofOMimpliesaproductionsyste
38、mthatsupportsconservationandrenewalofresources.Twoopportunitiesforaclassdiscussionare:任PursuetheOMroleinproductdesign,production,destruction/recycling/reuseandexaminetheentireproductlifecycle(lifecycleassessmentLCAandISO14000).任Considersustainabilityinacomprehensiveandchallengingperspectiveasmeeting
39、present“needswithoutcompromisingtheabilityoffuturegenerationstomeettheirown“needs.Theconceptofneedandthesuggestionthatweunderstandallthereistoknowabouttheworld,sresourcescaninitiatealivelyclassroomdiscussion.PROBLEMS5.11TheproductdesigngroupofFloresElectricSupplies,Inc.,hasdeterminedthatitneedstodes
40、ignanewseriesifswitches.Itmustdecideononeofthreedesignstrategies.Themarketforecastisfor200,000units.Thebetterandmoresophisticatedthedesignstrategyandthemoretimespentonvalueengineering,thelesswillbethevariablecost.Thechiefofengineeringdesign,Dr.W.L.Berry,hasdecidedthatthefollowingcostsareagoodestimat
41、eoftheinitialandvariablecostsconnectedwitheachofthethreestrategies:a)Low-tech:alow-technology,low-costprocessconsistingifhiringseervalnewjuniorengineers.Thisoptionhasacostof$45,UoOandvariable-costprobabilitiesof.3for$.55each,.4for$.50,and.3for$.45.b)Subcontract:amedium-costapproachusingagoodoutsided
42、esignstaff.Thisapproachwouldhaveaninitialcostof$65,000andvariable-costprobabilitiesof.7of$.45,.2of$.40,and.1of$.35.c)High-tech:ahigh-technologyapproachusingtheverybestoftheinsidestaffandthelatestcomputer-aideddesigntechnology.Thisapproachhasafixedcostof$75,000andvariable-costprobabilitiesof.9of$.40a
43、nd.1of$.35.VVhatisthebestdecisionbasedonanexpectedmonetaryvalue(EMV)criterion?(Note:WewantthelowestEMV,aswearedealingwithcostsinthisproblem.)SOLUTIONFixedVariableCostCosts(03)45,000+C200ooxO.55)_T155,000LOWtechk(0.4)45,000+(200,000x0.50)=145,000(145,000)Y(03)45,000+(200,000x0.45)=135,000(0.7)65,000+
44、(200,000x045)-155,(MM)Sub-contract65.000+(200,000x0,40)=145,000(151,000)Tmn65,000+(200,000x0.35)=135,000(0.9)High-tech75,000 +(200.000 x 0.40) = 155.000(154,000) T (0 J )75,000+(200,000x0.35)=45,000Thefirmshouldutilizethelowtechnologyapproachforacostof$145,000.Chapter6Forecasting(p114)DISCUSSIONQUES
45、TIONS1、Explainhowhigherqualitycanleadtolowercosts.Solution:share,togreatereconomiesofscale.Additionally,higherqualityleadstolessscrap,rework,andwarrantycost,hencetolessinputrequiredforsameoutput.Higherqualityleadstogreaterdemand,togreatermarketshare,togreatereconomiesofscale.Additionally,higherquali
46、tyleadstolessscrap,rework,andwarrantycost,hencetolessinputrequiredforsameoutput.3、which3ofDeming9S14pointsdoyoufeelaremostcriticaltothesuccessofaTQMprogram.HowaretheserelatedtoDeming,s14points?Solution:OfDeming,s14points,4findingproblemsiscertainlyoneofthethree.Theselectionoftheothertwoisnotasclear-cut.Manywouldsayreducingfearz,isimportant,butitspurposeisreallytofindproblems.Thefirstpoint,ongettingmanagementtoputforth
