Dr. Jamal Al-Zayer
OM 210 ASSIGNMENTS AND HOMEWORK First semester 081 (20008-2009)
Chapter 1
HW # 1Problem 1.6 Page 21
Problem 1.9 Page 22
Problem 1.10 Page 22
Internet Homework Problem Case Study Page 23
Chapter 2
HW # 2 Search and Submit Case Studies Refer to Page 50 for internet search
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Chapter 4
HW # 3 Problem 4.1 Page 142
Problem 4.5 Page 142
Problem 4.6 Page 143
Problem 4.9 Page 143
Problem 4.24 Page 145
HW # 4 Problem 4.41 Page 148
HW # 5 Case Study Internet Homework Southwestern University Page 151
Chapter 5
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HW # 6 Problem 5.10 Page 186
Problem 5.15 Page 187
Problem 5.16 Page 187
HW # 7 Problem 5.1 1Page 186
Chapter 6 Managing Quality
HW # 8 Problem 6.16 Page 215
HW # 9 Internet Homework Problem Case Study Page 215
HW # 10 Internet Search about Quality Issues to be Submitted
Quality Supplement
HW # 11 Problem 6.6 Page 245
Problem 6.8 Page 245
Problem 6.10 Page 246
Problem 6.1 1 Page 246
Problem 6.20 Page 247
Use the POM Software to Solve the above problems
HW # 12 Problem 6.34 Page 249 Use POM
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H W # 13 Internet Homework Case Study Page 250
H W # 14 Internet homework Case Study Page 251 Alabama Airlines
Chapter 7 Capacity Planning
H W # 15 Problem
Problem
Problem
Problem
Problem
7.9 Page 303
7.27 Page 305
7.22 Page 304
7.28 Page 305
7.33 Page 306
HW # 16 Internet Case Presentation Page 307
Chapter 8 Location Strategies
H W # 19 Problem 8.5 Page 330
Problem 8.9 Page 331
Problem 8.16 Page 333
Problem 8.14 Page 332
Problem 8.20 Page 333
Problem 8.21 Page 334
HW # 20 Problem 8.25 Page 335
H W # 21 Internet Case Study Southern Recreational Vehicle Company Page 336
H W # 22 Internet Video Case Study Where to Place Hard Rock's Next Cafe
Additional Material and Handout
Sample Problems
Given to the Students
Dr. Jamal Al-Zayer
First Semester 08 1
OM 210
Practice Problems: Chapter 1, Operations and Productivity
Problem 1:
Mance Fraily, the Production Manager at Ralts Mills, can currently expect his operation to
produce 1000 square yards of fabric for each ton of raw cotton. Each ton of raw cotton requires 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 labor hours.
What will be the impact on productivity (measured in square yards per labor-hour) if he
purchases the higher quality raw cotton?
Problem 2:
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C. A. Ratchet, the local auto mechanic, finds that it usually takes him 2 hours to diagnose and fix
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 will
allow him to find and fix a problem in the incredible (at least to his customers!) time of 1 hour.
He will, however, have to spend an extra hour each morning adjusting the computerized
diagnostic 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. She thinks
that by changing the paint used for the facial features and fingernails that she can increase 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 are assumed 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 productivity at present and with the
new paint?
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Problem 4:
How would total (multifactor) productivity change if using the new paint raised Ms. French's
material costs by $0.50 per doll?
Problem 5:
If she uses the new paint, by what amount could Ms. French's material costs increase without
reducing total (multifactor) productivity?
ANSWERS:
Problem 1:
Current labor productivity =
New labor productivity
1000 sq yds
= 200 sq yds per hour
1 ton*5 hours
1200 sq yds
= 240 sq yds per hour
1 ton * 5 hours
=
Productivity improves 20% = ( 240 - 200 ) / 200 = .2
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Problem 2:
Current productivity
=
8 hours per day
= 4 problems per day
2 hours per problem
Productivity with computer =
Productivity improves 75%
7 hours per day
= 7 problems per day
1 hour per problem
7-4
4
3
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
=
Productivity
2401984
$984
= 0.24
= $1404
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
36011 584
= 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
Material
240 * $3.50
= $840
360 * $3.50
= $120
= $1260
Supplies
= $ 20
=$
20
Energy
=$ 4
=$
4
Total Inputs
= $984
= $1404
Productivity
2401984
= 0.24
36011404
= -26
We want to know how high the material cost could go, using the new paint, before the
productivity drops to the current level of 0.24. In mathematical terms we make the material cost
a variable (4,set the new multifactor productivity value to the current level, 0.24, and solve for
x.
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 a decrease
in multifactor productivity.
Practice Problems: Chapter 6, Managing Quality
Problem 1:
The accounts receivable department has documented the following defects over a 30-day period:
_ . -----Invoice number and invoice referenced do not agree
-
:
-
I
--*
"~..."
-
-
-.---
I
-
i
12
I
I
I
(
What techniques would you use and what conclusions can you draw about defects in the accounts
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:
Use a Pareto chart to organize the defects and conclude that the obvious problem (about half the
defects) is the failure of the check to agree with the company's records as to the correct amount.
Other problems are late payments and an apparent invoice-filing problem in the office. Notice that
27% of these common errors appear to be the result of procedural problems within accounts
receivable (invoice not on record, no invoice issued, and invoice numbering problems). This value
could be considerably higher depending on how much of the problem of disagreement between
invoice and check amounts is the result of accounts receivable process problems.
Problem 2:
-
)
Distance
Symbol
-
--
-
Activity
-
- -. . -.
- .-
-
7
- -- - -
Pull up to speaker
- - ..
.
- -.---
-
-
--
-
.-
Press button
Wait for response
--
--
-- -
- - --
Verbalize order
- -
-
-
-
-
- - - -- -
-
---
Get confirmation of order and cost
--- -----Move car up in line
--
-
---
Wait
---
.
.
-
- -
Move car up in line
Wait
Verify order and cost
--
--
--
-
Pay and receive order
--.-
- ..
-
Leave
---- ----
-
---
-
- -- -- -
.-----
Realize they forgot the extra catsup!
------.---"
Problem 3
Concern
Factors
Machinery
Manpower
Material
Method