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hotel operations management
Operations Management 14th Edition William J Stevenson - Solutions
Contrast net-change systems and regenerative systems for MRP. LO.1
Briefly discuss the requirements for effective MRP. LO.1
What are some of the main advantages and limitations of MRP? LO.1
How can the use of MRP contribute to productivity? LO.1
Briefly describe MRP II and closed-loop MRP. LO.1
What is lot sizing, what is its goal, and why is it an issue with lumpy demand? LO.1
Contrast planned-order receipts and scheduled receipts. LO.1
If seasonal variations are present, is their incorporation into MRP fairly simple or fairly difficult?Explain briefly. LO.1
How does the purpose of ERP differ from the purpose of MRP II? LO.1
What are some unforeseen costs of ERP? LO.1
What trade-offs are involved in the decision to purchase an ERP software package? LO.1
Who in the organization needs to be involved in designing and implementing MRP II? Who needs to be involved in the decision to purchase an ERP system? Who needs to be trained to use ERP? LO.1
To what extent has technology such as ERP software improved the ability to manage a business organization? How important are each of the following considerations?a. Ease of useb. Complete integrationc. Reliability LO.1
Give one example of unethical behavior involving MRP and one involving ERP, and state the ethical principle violated for each example. LO.1
The following table lists the components needed to assemble an end item, lead times, and quantities on hand.Item End B C D E F G H LT (wk) 1 2 3 3 1 2 1 2 Amount on hand 0 10 10 25 12 30 5 0 End Item B (2) C D (3)E (2) F (3) G (2) E (2) H (4) E (2)a. If 20 units of the end item are to be assembled,
The following table lists the components needed to assemble an end item, lead times (in weeks), and quantities on hand.Item Lead Time Amount on Hand Direct Components End 1 — L(2), C(1), K(3)L 2 10 B(2), J(3)C 3 15 G(2), B(2)K 3 20 H(4), B(2)B 2 30 J 3 30 G 3 5 H 2 —a. If 40 units of the end
Eighty units of end item E are needed at the beginning of week 6. Three cases (30 units per case) of J have been ordered and one case is scheduled to arrive in week 3, one in week 4, and one in week 5.Note: J must be ordered by the case, and B must be produced in multiples of 120 units. There are
a. One hundred twenty units of end item Z are needed at the beginning of week 7. Prepare a material requirements plan for component C. Take into account that on hand there are 40 units of Z, 70 units of A, 100 units of B, and 30 units of C. Also, there is a scheduled receipt of 20 units of
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
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,
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.A B C D E D(2) F D(4) G Lead times are one
Assume you are the manager of a shop that assembles power tools. You have just received an order for 50 chain saws, which are to be shipped at the start of week 8. Pertinent information on the saws follows:Item Lead Time (weeks) On Hand Components Saw 2 15 A(2), B(1), C(4)A 1 10 E(3), D(1)B 2 5
Assume 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,
Determine material requirements plans for parts N and V and subassembly I as described in Solved Problem 3 for each of the following:a. Assume there are currently 100 Ns on hand, and scheduled receipts of 40 Is and 10 Vs at the beginning of week 3. No Es are on hand; 120 Es are needed at the start
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
A company that manufactures paving material for driveways and parking lots expects the following demand for its product for the next four weeks.Week number 1 2 3 4 Material (tons) 40 80 60 70 The company’s labor and machine standards and available capacities are as follows.Labor Machine
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 as
The MRP Department has a problem. Its computer “died” just as it spit out the following information:Planned order release for item J27 = 640 units in week 2. The firm has been able to reconstruct all the information they lost except the master schedule for end item 565. The firm is fortunate
Develop a material requirements plan for component H. Lead times for the end item and each component except B are one week. The lead time for B is three weeks. Sixty units of A are needed at the start of week 8. There are currently 15 units of B on hand and 130 of E on hand, and 50 units of H are
How many wheel sets should the manager order? LO.1
When should the wheel sets be ordered? LO.1
Which type of production processing—job shop, batch, repetitive, or continuous—is the primary mode of operation at Stickley Furniture? Why? What other type of processing is used to a lesser extent? Explain. LO.1
How does management keep track of job status and location during production? LO.1
Suppose the company has just received an order for 40 mission oak dining room sets. Briefly list the kinds of information the company will need to plan, schedule, and process this job. LO.1
What benefits and what problems would you expect given the company’s level production policy? LO.1
Can you suggest any changes that might be beneficial to the company? LO.1
Outline the steps in the decision process. LO.1
Name some causes of poor decisions. LO.1
Describe and use techniques that apply to decision making under uncertainty. LO.1
Describe and use the expected-value approach. LO.1
Construct a decision tree and use it to analyze a problem. LO.1
Conduct sensitivity analysis on a simple decision problem. LO.1
What is the chief role of the operations manager? LO.1
List the steps in the decision-making process. LO.1
Explain the term bounded rationality. LO.1
Explain the term suboptimization. LO.1
What are some of the reasons for poor decisions? LO.1
What information is contained in a payoff table? LO.1
What is sensitivity analysis, and how can it be useful to a decision maker? LO.1
Contrast maximax and maximin decision strategies. Under what circumstances is each appropriate? LO.1
Under what circumstances is expected monetary value appropriate as a decision criterion? When isn’t it appropriate? LO.1
Explain or define each of the following terms.a. Laplace criterionb. Minimax regretc. Expected valued. Expected value of perfect information LO.1
Identify three potential unethical actions or inactions related to decision analysis and the ethical principle each violates (see Chapter 1).DISCUSSION AND REVIEW QUESTIONS PROBLEMS LO.1
A small building contractor has recently experienced two successive years in which work opportunities exceeded the firm’s capacity. The contractor must now make a decision on capacity for next year. Estimated profits under each of the two possible states of nature are as shown in the table below.
Refer to Problems 1 and 2. Construct a graph that will enable you to perform sensitivity analysis on the problem. Over what range of P(high) would the alternative of doing nothing be best? Expand?Subcontract?Supplement to Chapter Five Decision Theory 239 LO.1
Determine the course of action that has the highest expected payoff for this decision tree.Subcontract Expand Small demand (.4)Large demand (.1)Small demand (.4)Medium demand (.5)Large demand (.1)Medium demand (.5)Medium demand (.5)Large demand (.1)Do nothing*Net present value in millions Other use
The lease of Theme Park, Inc., is about to expire. Management must decide whether to renew the lease for another 10 years or to relocate near the site of a proposed motel. The town planning board is currently debating the merits of granting approval to the motel. A consultant has estimated the net
A manager must decide how many machines of a certain type to buy. The machines will be used to manufacture a new gear for which there is increased demand. The manager has narrowed the decision to two alternatives: buy one machine or buy two. If only one machine is purchased and demand is more than
Determine the course of action that has the highest EMV for the accompanying tree diagram. LO.1
The director of social services of a county has learned that the state has mandated additional information requirements. This will place an additional burden on the agency. The director has identified three acceptable alternatives to handle the increased workload. One alternative is to reassign
Given this payoff table:STATE OF NATURE#1 #2 A $120* 20 Alternative B 60 40 C 10 110 D 90 90*Payoff in $ thousands.a. Determine the range of P(1) for which each alternative would be best, treating the payoffs as profits.b. Answer part a treating the payoffs as costs. LO.1
A manager has compiled estimated profits for various capacity alternatives but is reluctant to assign probabilities to the states of nature. The payoff table is as follows:STATE OF NATURE#1 #2 A $ 20* 140 Alternative B 120 80 C 100 40*Profit in $ thousands.a. Plot the expected-value lines on a
Repeat all parts of Problem 16, assuming the values in the payoff table are estimated costs and the goal is to minimize expected costs. LO.1
The research staff of a marketing agency has assembled the following payoff table of estimated profits. LO.1
Explain what aggregate planning is and how it is useful. LO.1
Identify the variables decision makers have to work with in aggregate planning. LO.1
Describe some of the strategies that can be used for meeting uneven demand. LO.1
Describe some of the graphical and quantitative techniques planners use. LO.1
Prepare aggregate plans and compute their costs. LO.1
Discuss aggregate planning in services. LO.1
Disaggregate an aggregate plan. LO.1
Describe the master scheduling process and explain its importance. LO.1
What three levels of planning involve operations managers? What kinds of decisions are made at the various levels? LO.1
What are the three phases of intermediate planning? LO.1
What is aggregate planning? What is its purpose? LO.1
Why is there a need for aggregate planning? LO.1
What are the most common decision variables for aggregate planning in a manufacturing setting?In a service setting? LO.1
What aggregate planning difficulty that might confront an organization offering a variety of products and/or services would not confront an organization that offers one or a few similar products or services? LO.1
What are the primary advantages and limitations of informal graphic and charting techniques for aggregate planning? LO.1
Briefly describe the following planning techniques and give an advantage and disadvantage for each.a. Spreadsheetb. Linear programmingc. Simulation LO.1
What are the inputs to master scheduling? What are the outputs? LO.1
Explain the managerial significance of aggregate planning. LO.1
What general trade-offs are involved in master scheduling in terms of the frozen portion of the schedule? LO.1
Who needs to interface with the master schedule and why? LO.1
How has technology had an impact on master scheduling? LO.1
Service operations often face more difficulty in planning than their manufacturing counterparts.However, service does have certain advantages that manufacturing often does not. Explain service planning difficulty, and its advantages and disadvantages. LO.1
Name several behaviors related to aggregate planning or master scheduling that you believe would be unethical, and the ethical principle that would be violated for each. LO.1
Compute the total cost for each aggregate plan using these unit costs:Regular output = $40 Overtime = $50 Subcontract = $60 Average Balance Inventory = $10a. Month Jan Feb Mar Apr May Jun Forecast Output 300 320 320 340 320 320 Regular 300 300 300 300 300 300 Overtime 20 20 20 20 20 20 Subcontract
A manager would like to know the total cost of a chase strategy that matches the forecast below using a steady regular production rate of 200 units a month, a maximum of 20 units per month of overtime, and subcontracting as needed to make up any shortages. The unit costs are:Regular production =
Determine the total cost for this plan given the following forecast:Month 1 2 3 4 5 6 Forecast 380 400 420 440 460 480 Use steady regular output of 400 units per month, use overtime as needed for up to 40 units per month, and use subcontracting to make up any needed output to match the forecast.
a. Given the following forecast and steady regular output of 550 every month, what total cost would result if overtime is limited to a maximum of 40 units a month, and subcontracting is limited to a maximum of 10 units a month? Unit costs are:Regular output = $20 Overtime = $30 Subcontract = $25
Manager T. C. Downs of Plum Engines, a producer of lawn mowers and leaf blowers, must develop an aggregate plan given the forecast for engine demand shown in the table. The department has a regular output capacity of 130 engines per month. Regular output has a cost of $60 per engine.The beginning
Manager Chris Channing of Fabric Mills, Inc., has developed the forecast shown in the table for bolts of cloth. The figures are in hundreds of bolts. The department has a regular output capacity of 275(00) bolts per month, except for the seventh month, when capacity will be 250(00) bolts. Regular
SummerFun, Inc., produces a variety of recreation and leisure products. The production manager has developed an aggregate forecast:Month Mar Apr May Jun Jul Aug Sep Total Forecast 50 44 55 60 50 40 51 350 Use the following information to develop aggregate plans.Regular production cost $80 per unit
Nowjuice, Inc., produces Shakewell® fruit juice. A planner has developed an aggregate forecast for demand (in cases) for the next six months.Month May Jun Jul Aug Sep Oct Forecast 4,000 4,800 5,600 7,200 6,400 5,000 Use the following information to develop aggregate plans.Regular production cost
Wormwood, Ltd., produces a variety of furniture products. The planning committee wants to prepare an aggregate plan for the next six months using the following information.Month 1 2 3 4 5 6 Demand 160 150 160 180 170 140 Capacity Regular 150 150 150 150 160 160 Overtime 10 10 0 10 10 10 Cost Per
Verify the transportation solution shown in Example 3. LO.1
Refer to Example 3. Suppose that an increase in warehousing costs and other costs brings inventory carrying costs to $2 per unit per month. All other costs and quantities remain the same.Determine a revised solution to this transportation problem. Solve by modifying Table 11.6. LO.1
Solve Problem 16 using an inventory carrying cost of $2 per unit per period. LO.1
Dundas Bike Components Inc. of Wheelville, Illinois, manufactures bicycle wheels in two different sizes for the Big Bike Co. assembly plant located across town. David Dundas, the firm’s owner-manager, has just received Big Bike’s order for the next six months.Nov Dec Jan Feb Mar Apr 20-Inch
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