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Critical Thinking Exercise 2

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Question;DeVry Chicago BSOP 334 Week 1;Homework;Ch 1: Critical Thinking;Exercise 2 (p. 37);2. Why is it important;to match supply and demand? If a manager believes that supply and demand will;not be equal, what actions could the manager take to increase the probability;of achieving a match?;Ch 2: Discussion;Review Question 2 (p. 64), Problem 3 (p. 65);2. List the key ways;that organizations compete.;3. Compute the multifactor productivity;measure for each of the weeks shown for production of chocolate bars. What do;the productivity figures suggest? Assume 40-hour weeks and an hourly wage of;$12. Overhead is 1.5 times weekly labor cost. Material cost is $6 per pound.;Ch 11: Discussion;Review Questions: 3 & 7 (p. 502, p. 503), Problem 4 (p. 503);3. What is aggregate;planning? What is its purpose?;7. Briefly discuss the;advantages and disadvantages of each of these planning strategies;a. Maintain a level rate;of output and let inventories absorb fluctuations in demand.;b. Vary the size of the;workforce to correspond to predicted changes in demand requirements.;c. Maintain;a constant workforce size, but vary hours worked to correspond to predicted;demand requirements.;DeVry Chicago BSOP 334 Week 1 Lab;DeVry;Chicago BSOP 334 Week 2 Lab;*******************************************************************;DeVry;Chicago BSOP 334 Week 3 Lab;Week 3 Lab - Chapter;12: Problems 1, 2, and 3 (pp. 543-544)Problem 1;a. Given the following diagram for a product, determine;the quantity of each component required to assemble one unit of the finished;product.;b. Draw a tree diagram for the stapler;Problem 2;The following table lists the;components needed to assemble an end item, lead times, and quantities on hand.;a. If;20 units of the end item are to be assembled, how many additional units of E;are needed? (Hint: You don?t need to develop an MRP plan to determine;this.);b. An order for the end item is scheduled;to be shipped at the start of week 11. What is the latest week that the order can;be started and still be ready to ship on time? (Hint: You don?t need to;develop an MRP plan for this part either.);Parts need to be ordered at start of Week 5.;Problem 3;The following table lists the;components needed to assemble an end item, lead times (in weeks), and;quantities on hand.;a. If;40 units of the end item are to be assembled, how many additional units of B;are needed? (Hint: You don?t need to develop an MRP plan.);b. An;order for the end item is scheduled to be shipped at the start of week 8. What;is the latest week that the order can be started and still be ready to ship on;time? (Hint: You don?t need to develop an MRP plan.);**********************************************************************;DeVry;Chicago BSOP 334 Week 4 Lab;8) Oh No!, Inc., sells;three models of radar detector units. It buys the three basic models (E, F;and G) from a Japanese manufacturer and adds one, two, or four lights;(component D) to further differentiate the models. D is bought from a;domestic producer.;Lead times are one week;for all items except C, which is two weeks. There are ample supplies of the;basic units (E, F, and G) on hand. There are also 10 units of B, 10 units of C, and 25 units of D on hand.;Lot-sizing rules are lot-for-lot ordering for all items except D, which must;be ordered in multiples of 100 units. There is a scheduled receipt of 100;units of D in week 1.;The master schedule;calls for 40 units of A to be produced in week 4, 60 units of B in week 5;and 30 units of C in week 6. Prepare a material requirements plan for D and;its parents.;10)Assume that you;are the manager of Assembly, Inc. You have just received an order for 40;units of an industrial robot, which is to be delivered at the start of week 7;of your schedule. Using the following information, determine how many units;of subassembly G to order and the timing of those orders, given that;subassembly G must be ordered in multiples of 80 units and all other;components are ordered lot-for-lot. Assume that the components are used only for;this particular robot. Order 160 in wk 2;Robot;B;G;C(3);E;F;G(2);H;12)A firm that produces electric golf carts has just;received an order for 200 carts, which must be ready for delivery at the;start of week 8. Information concerning the product structure, lead times;and quantities on hand is shown in the following table. Use this information;to do each of the following;a. Construct;a product tree.;b. Construct;an assembly time chart.;c. Develop;a material requirements plan that will provide 200 golf carts by week 8;assuming lot-for-lot ordering.;13. Refer to;Problem 12. Assume that unusually mild weather has caused a change in the;quantity and timing of orders for golf carts. The revised plan calls for 100;golf carts at the start of week 6, 100 at the start of week 8, and 100 at the;start of week 9.;a. Develop;a master schedule for this revised plan.;b. Determine;the timing and quantities for orders for tops and bases.;c. Assume;that equipment problems reduce the firm?s capacity for assembling bases to 50;units per week. Revise your material plan for bases to reflect this, but;still meet delivery dates.;********************************************************************;DeVry Chicago BSOP 334 Week 5 Homework;Chapter 12: Discussion and;Review Questions: 11, 14, 15, & 16 (p. 542);11. Briefly describe MRP II and;closed-loop MRP.;14. If seasonal variations are present;is their incorporation into MRP fairly simple or fairly difficult? Explain;briefly.;15. How does the purpose of ERP differ;from the purpose of MRP II?;16. What are some unforeseen costs of;ERP?;Chapter 15: Discussion and;Review Questions: 5, 9, & 11 (p. 695);5.;What is the bullwhip effect, and why does it occur? How can it be overcome?;9.;What impact has e-business had on supply chain management?;11.;What are some of the trade-offs that might be factors in designing a supply;chain?;***************************************************************;DeVry Chicago BSOP 334 Week 5 Lab;5) End item P is composed of three;subassemblies: K, L, and W. K is assembled using 3 Gs and 4 Hs, L is made of;2 Ms and 2 Ns, and W is made of 3 Zs.;On-hand inventories are 20;Ls, 40 Gs, and 200 Hs.;Scheduled receipts are 10;Ks at the start of week 3, 30 Ks at the start of week 6, and 200 Ws at the;start of week 3.;One hundred Ps will be;shipped at the start of week 6, and another 100 at the start of week 7. Lead;times are two weeks for subassemblies and one week for components G, H, and;M. Final assembly of P requires one week. Include an extra 10 percent scrap;allowance in each planned order of G. The minimum order size for H is 200;units. Develop each of the following;a. A;product structure tree.;b. An;assembly time chart.;c. A;master schedule for P.;d. A;material requirements plan for K, G, and H using lot-for-lot ordering.;6) A table is assembled using three;components, as shown in the accompanying product structure tree. The company;that makes the table wants to ship 100 units at the beginning of day 4, 150;units at the beginning of day 5, and 200 units at the beginning of day 7.;Receipts of 100 wood;sections are scheduled at the beginning of day 2. There are 120 legs on hand.;An additional 10 percent of the order size on legs is added for safety stock.;There are 60 braces on hand with no safety stock requirement for braces. Lead;times (in days) for all items are shown in the following table. Prepare a;material requirements plan using lot-for-lot ordering.;7) Eighty units of end item X are needed;at the beginning of week 6, and another 30 units are needed at the beginning;of week 8. Prepare a material requirements plan for component D. D can only;be ordered in whole cases (50 units per case). One case of D is automatically;received every other week, beginning in week 1 (i.e., weeks 1, 3, 5, 7).;Also, there are 30 units of B and 20 units of D now on hand. Lead times for;all items are a function of quantity: one week for up to 100 units, two weeks;for 101 to 200 units, three weeks for 201 to 300 units, and four weeks for;301 or more units.;**************************************************************************;DeVry Chicago BSOP 334 Week 6 Homework;Chapter 5: Discussion and Review;Questions: 1, 2, 6, 11, & 15 (p. 208), Problem 13 (p. 210);1. Contrast;design capacity and effective capacity.;2. List and;briefly explain three factors that may inhibit capacity utilization.;6. Why is;it important to adopt a big-picture approach to capacity planning?;15. Why is;capacity planning for services more challenging than it is for goods;production?;13. The;following diagram shows a 4-step process that begins with Operation 1 and;ends with Operation 4. The rates shown in each box represent the effective;capacity of that operation.;a. Determine;the capacity of this process. (11 units/hr);b. Which;action would yield the greatest increase in process capacity: (1) increase;the capacity of Operation 1 by 15 percent, (2) increase the capacity of;Operation 2 by 10 percent, or (3) increase the capacity of Operation 3 by 10;percent?;****************************************************************;DeVry Chicago BSOP 334 Week 6 Lab;Chapter 5: Problems 1 & 3 (pp. 208-209);1.;Determine the utilization and the efficiency for each of these situations;a. A loan processing operation that;processes an average of 7 loans per day.;The operation has a design capacity of;10 loans per day and an effective;capacity of 8 loans per day.;b. A furnace repair team that services an;average of four furnaces a day if the design capacity is six furnaces a day;and the effective capacity is five furnaces a day.;c. Would you say that systems that have;higher efficiency ratios than other systems will always have higher;utilization ratios than those other systems? Explain.;3. A producer of pottery is considering the addition of a;new plant to absorb the backlog of demand that now exists. The primary;location being considered will have fixed costs of $9,200 per month and;variable costs of 70 cents per unit produced. Each item is sold to retailers;at a price that averages 90 cents.;a. What volume per month is required in order;to break even?;b. What profit would be realized on a monthly;volume of 61,000 units? 87,000 units?;c. What;volume is needed to obtain a profit of $16,000 per month?;d. What volume is needed to provide a revenue;of $23,000 per month?;e. Plot the total cost and total revenue;lines.;Chapter 12: Problems 15 & 16 (pp. 547-548);15. A company that manufactures paving;material for driveways and parking lots expects the following demand for its;product for the next four weeks;a.;Determine the capacity utilization for labor and machine for each of the;four weeks.;Week;1;2;3;4;Labor Utilization;Machine Utilization;b. In;which weeks do you foresee a problem? What options would you suggest to;resolve any problems? What costs are relevant in making a decision on;choosing an option?;16. A;company produces two very similar products that go through a three-step;sequence of fabrication, assembly, and packaging. Each step requires one day;for a lot to be completely processed and moved to the next department.;Processing requirements for the departments (hours per unit) are;Department capacities are all 700;hours of labor and 500 hours of machine time, except Friday, when capacities;are 200 hours for both labor and machine time. The following production;schedule is for next week;a. Develop;a production schedule for each department that shows the capacity;requirements for each product and the total load for each day. Ignore;changeover time.;b. Evaluate;the projected loading for the first three days of the week. Is the schedule;feasible? What do you suggest for balancing the load?;*********************************************************************;DeVry Chicago BSOP 334 Week 7 Lab Solution

 

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