Answer Key Testname: M1 06

Transcription

1 Testname: M1-06 1) B 2) D 3) A 4) B 5) C 6) C 7) B 8) A 9) D 10) B 11) A 12) D 13) B 14) A 15) B 16) B 17) B 18) D 19) A 20) B 21) B 22) D 23) B 24) B 25) A 26) With the pull method, customer demand (an order) activates the production of the goods or services. The production system does not anticipate the need for more product. The push method begins with a production schedule and customer demand is assumed (or hoped for). Lean system processes use the pull method of production. In the airplane exercise, the work instructions change from going as fast as you can to only make a part when the kanban square ahead of you is empty. (Various other aspects of pull can be referenced as well). 27) The preference matrix provides a vehicle for converting a subjective decision into a decision that appears more objective. This analysis should be questioned regarding the choice of criteria, the weights assigned to the criteria, and the scores assigned to each alternative. How did the committee settle on infrastructure, utility cost, labor skill, labor cost, and political climate as the most important factors? How were weights and scores assigned? If this is the only site s results presented, then what was the margin of victory and what were the other sites? Comparing scores is also an issue; there is temptation to treat the scores as having greater significance than they actually carry.

2 28) A make-to-order strategy produces to customer specifications in low volumes; typically using complex and highly divergent job shop or batch processes that are highly flexible. This complexity and level of customization requires a great deal of planning and control by the producer; the customer receives exactly what has been requested which may literally be a one-of-a-kind item. The customer must suffer through a lead time period during which the item is being fabricated. The assemble-to-order strategy produces wide variety from relatively few assemblies in a line or batch process. The process does not require as much flexibility and since the subassemblies are standardized, the production planning and supply chain management is easier for the producer. The customer again receives exactly what is ordered (which may be precisely what was desired) and the item could be one-of-a-kind. Again, the customer must wait for the item to be produced, but this wait tends to be shorter than in a make-to-order system. The make-to-stock strategy allows the producer to manufacture standardized items in high volumes based on a forecast. Production planning and control is much simpler and inventory can be used as a buffer for variable demand. The customerʹs order is filled immediately and the product is far from one-of-a-kind. 29) The simulation process consists of data collection, random number assignment, model formulation, and analysis. In the data collection step you should capture information on the arrival patterns of your customers, their shopping times, and the checkout times for your clerks. If you choose to sample for each of these variables you must decide how many observations to take and when to take them. One assumption you will make is whether to treat each day of the week and the entire day the same. Is it safe to assume that the same number of customers arrive on a Monday as on a Wednesday and do the same number of customers arrive at 8 a.m. as arrive at 1 p.m.? Are service times fairly constant for the number of items purchased and does the number of items vary by time of day? In the random-number assignment step 30) There are always time-cost tradeoffs in project management situations. Overall project length is driven by the length of the critical path, so if it is necessary to finish the project more quickly, the activities that should be shortened are those on the critical path. Whether the goal is to reduce the projectʹs length to avoid a penalty, meet a deadline, or to reach an incentive, the cheapest activities on the critical path should be attacked first. If the objective is to minimize costs, then the project manager should reduce the critical path by expediting activities until the increase in direct costs exceeds the savings that can be gained. If the objective is to finish the project in a certain number of days, the project manager must continue to reduce activity lengths until that target is reached regardless of expense. 31) a. Te = + 4m + bt/6 = 2 + 4(8) + 20/6 = 9.00 weeks 9

3 b. σ2 = ((b - a)/6) 2 = ((20-2)/6)2 = 9.00 c. A-C-F-H-I-J d. 40 Weeks e = 5.22 f. z = T - T e = =.875; therefore, the probability from the standard normal table is approximately.81. Note σ that the variability of some non-critical path activities is large. Consideration might be given to those paths. Activity a m b Expected Time Variance A B C D E F G H I J ) Overseas: Q = In-house: Q = F p - c = $1,500,000/year = 15, units $98/unit - $0.95/unit F p - c = $950,999/year = 17, units $98/unit - $43/unit 10

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