OM习题及答案汇总19章全

Chapter1OperationsandProductivityDISCUSSIONQUESTIONS1.Whyshouldonestudyoperationsmanagement?SOLUTIONThetextsuggestsfourreasonstostudyOM.Wewanttounderstand⑴howpeopleorganizethemselvesforproductiveenterprise,(2)howgoodsandservicesareproduced,(3)whatoperationsmanagersdo,and(4)thiscostlypartofoureconomyandmostenterprises.Whatarethethreebasicfunctionsofafirm?SOLUTIONThebasicfunctionsofafirmaremarketing,accounting/finance,andoperations.Aninterestingclassdiscussion:“Doallfirms/organizations(private,government,not-for-profit)performthesethreefunctions?〞Theauthors'hypothesisisyes,theydo.Namethe10decisionareasofoperationsmanagement.SOLUTIONDesignofGoodsandServices.ManagingQuality.ProcessStrategy.LocationStrategies.LayoutStrategies.HumanResources.Supply-ChainManagement.InventoryManagement.Scheduling.Maintenance.13.DescribesomeoftheactionstakenbyTacoBelltoincreaseproductivitythathaveresultedinTacoBell,sabilitytoserve“twicethevolumewithhalfthelabor.〞SOLUTIONTacoBelldesignedmealsthatwereeasytoprepare;withactualcookingandfoodpreparationdoneelsewhere;automationtosavepreparationtime;reducedfloorspace;managertrainingtoincreasespanofcontrol.PROBLEMSJohnLucymakeswoodenboxesinwhichtoshipmotorcycles.Johnandhis

threeemployeesinvest40hoursperdaymakingthe120boxes.Whatistheirproductivity?Johnandhisemployeeshavediscussedredesigningtheprocesstoimprovetheproductivity.Iftheycanincreasetherateto125perday,whatwillbetheirnewproductivity?Whatwillbetheirincreaseinproductivity?SOLUTION…：…=3.0boxes/hour…「 '…：…=3.0boxes/hour…「 '=3.125boxes/hourChangeinproductivity=0.125boxes/hourPercentagechange= ===4.166%EricJohnsonmakesbilliardballsinhisNewEnglandplant.Withrecentincreasesinhiscosts,hehasanewfoundinterestinefficiency.Ericisinterestedindeterminingtheproductivityofhisorganization.Hewouldliketoknowifhisorganizationismaintainingthemanufacturingaverageof3%increaseinproductivity.Hehasthefollowingdatarepresentingamonthfromlastyearandanequivalentmonththisyear:LASTYEARNOWUnitsproduced1,0001,000Labor(hours)300275Resin(pounds)5045Capitalinvested($)10,00011,000Energy(BTU)3,0002,850Showtheproductivitychangeforeachcategoryandthendeterminetheimprovementforlabor-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%20Capital―0.110..000-^-=0.0911.000-0.01^=-10.0%Energy0.02».O2=6.1%Energy0.02».O2=6.1%EricJohnson(usingdatafromProblem1.6)determineshiscoststobeasfollows:labor$10perhour;resin$5perpound;capital1%permonthofinvestment;energy$.50perBTU.0.206-0.222_-0.0160.206-0.222_-0.016 = =0.078fewerresourcesLCiCi。为85口LastYearThisYearProduction1,0001,000Laborhr.@$10$3,000$2,750Resin@$5250225Capitalcost/month100110Energy1,5001,425$4,850$4,510SOLUTION…叫产，。吗］&50/L七Chapter2OperationsStrategyinaGlobalEnvironmentP42DISCUSSIONQUESTIONS6.Describehowanorganization'smission〔使命〕andstrategy〔战略〕havedifferentpurposes.Solution:AmissionspecifieswheretheorganizationisgoingandaStrategyspecifieshowitisgoingtogetthere.10.Therearethreeprimarywaystoachievecompetitiveadvantage.Provideanexample,notincludeinthetext,ofeach.Supportyourchoices.Solution:Thetextfocusesonthreeconceptualstrategie-costleadership,differentiationandresponse.CostleadershipbyWal-Mart—vialowoverhead,viciouscostreductioninthesupplychain;Differentiation,certainlyanypremiumproduc-allfinediningrestaurants,up-scaleautos-Lexus,etc.;Response,yourlocalpizzadeliveryservice,FedEx,etc.12.GiventhediscussionofSouthwestAirlinesinthetest,defineanoperationsstrategy〔运营战略〕forthatfirm.Solution:TheintegrationofOMwithmarketingandaccountingispervasive.Youmightwanttociteexamplessuchasdevelopingnewproducts.〔Marketingmusthelpwiththedesign,theforecastandtargetcosts;accountingmustensureadequatecashfordevelopmentandthenecessarycapitalequipment.〕Similarly,newtechnologyornewprocessesemanatingfromoperationsmustmeettheapprovalofmarketingandthecapitalconstraintsimposedbytheaccountingdepartment.PROBLEMS.1Thetestprovidesthreeprimaryways--strategicapproaches—forachievingcompetitiveadvantage.Provideanexampleofeachnotprovidedinthetest.Supportyourchoices.〔Hint:Notetheexampleprovidedinthetest.〕Solution:Thethreemethodsarecostleadership,differentiation,andresponse.CostleadershipcanbeillustratedbyWal-Mart,withlowoverheadandhugebuyingpowertopressureitssuppliersintoconcessions.Differentiationcanbeillustratedbyalmostanyrestaurantorrestaurantchain,suchasRedLobster,whichoffersadistinctmenuandstyleofservicethanothers.ResponsecanbeillustratedbyacourierservicesuchasFedEx,thatguaranteesspecificdeliveryschedules;orbyacustomtailor,whowillhandmakeasuitspecificallyforthecustomer...5IdentifyhowchangeintheinternalenvironmentalaffecttheOMstrategyforacompany.Forinstance,discusswhatimpactthefollowinginternalfactorsmighthaveonOMstrategy:Maturingofaproduct.Technologyinnovationinthemanufacturingprocess.Changesinproductdesignthatmovediskdrivesfrom31/2inchfloppydrivetoCD-ROMdrives.Solution:The10OperationsDecisionsareProduct,Quality,Process,Location,Layout,Humanresource,Supplychain,Inventory,Scheduling,Maintenance.Solution:ThematuringofaproductmaymovetheOMfunctiontofocusonmorestandardization,makefewerproductchanges,findoptimumcapacity,stabilizethemanufacturingprocess,lowerlaborskills,uselongerproductionruns,andinstitutecostcuttinganddesigncompromises.Technologicalinnovationinthemanufacturingprocessmaymeannewhumanresourcesskills(eithernewpersonneland/ortrainingofexistingpersonnel),andaddedcapitalinvestmentfornewequipmentorprocesses.Productdesign,layout,maintenanceprocedures,purchasing,inventory,qualitystandards,andproceduresmayallneedtoberevised.Adesignchangewill,atleastpotentially,requirethesamechangesasnotedin(b).Chapter3ProjectManagementDISCUSSIONQUESTIONS11.Defineearlystart,earlyfinish,latefinish,andlatestarttimes.SOLUTIONEarlystart(ES)ofanactivityisthelatestoftheearlyfinishtimesofallitspredecessors.Earlyfinish(EF)istheearlystartofanactivityplusitsduration.Latefinish(LF)ofanactivityistheearliestofthelatestarttimesofallsuccessoractivities.Latestart(LS)ofanactivityisitslatefinishlessitsduration.PROBLEMS3.7TasktimeestimatesforaproductionlinesetupprojectatRobertKlassen'sOntariofactoryareasfollows.IMMEDIATEACTIVITY TIME(INHOURS)PREDECESSORSA6.0---B7.2---C5.0AD6.0B,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:SOLUTION(a)(b,c)Therearefourpaths:(d)GanttChartHoursABcDEFHoursABcDEFG士>=u<3.17BillFennema,presidentofFennemaConstruction,hasdevelopedthetask,durations,andpredecessorrelationshipsinthefollowingtableforbuildingnewmotels.DrawtheAONnetworkandanswerthequestionthatfollow.IMMEDIATETIMEESTIMATES(INIMMEDIATETIMEESTIMATES(INWEEKS)ACTIVITYPREDECESSOR(S)OPTIMISTICMOSTLIKELYPESSIMISTICA---4810BA2824CA81216DA4610EB123FE,C6820GE,C234HF222IF666JD,G,H4612KI,J223a)WhatistheexpectedtimeforactivityC?b)WhatisthevarianceforactivityC?c)Basedonthecalculationofestimatedtimes,whichisthecriticalpath?d)Whatistheestimatedtimeofthecriticalpath?e)Whatistheactivityvariancealongthecriticalpath?(a)Estimated(expected)timeforC=[8+(4x12)+16]/6=72/6=12weeksf)Whatistheprobabilityofcompletionoftheprojectbeforeweek36?(a)Estimated(expected)timeforC=[8+(4x12)+16]/6=72/6=12weeksVarianceforCis:--:-=1.78CriticalpathisA-C-F-H-J-KTimeoncriticalpath=7.67+12+9.67+2+6.67+2.17=40.18weeks(rounded)Varianceoncriticalpath=1+1.78+5.44+0+1.78+0.03=10.03(f)Z=31-40.IS(f)Z=31-40.IS3.17=-1.32,whichisabout9.6%chance(.096probability)ofcompletingprojectbeforeweek36.Notethatbasedonpossibleroundinginpart(d)—wheretimeoncriticalpathcouldbe40.3—theprobabilitycanbeaslowas8.7%.Soastudentanswerbetween8.7%and9.6%isvalid.Summarytableforproblem3.17follows:ActivityActivityTimeEarlyStartEarlyFinishLateStartLateFinishSlackStandardDeviationA7.6607.660.07.6601B9.667.6617.33817.660.333.66C127.6619.667.6619.6601.33D6.337.66142531.3317.331E217.3319.3317.6619.660.330.33F9.6619.6629.3319.6629.3302.33G319.6622.6628.3331.338.660.33H229.3331.3329.3331.3300I629.3335.3332382.660J6.6631.333831.333801.33K2.163840.173840.1700.17Chapter4Forecasting力118)DISCUSSIONQUESTIONSIdentifythethreeforecastingtimehorizons.Stateanapproximatedurationforeach.Solution:Short-range(under3months),medium-range(3monthsto3years),andlong-range(over3years).Brieflydescribethestepsthatareusedtodevelopaforecastingsystem.Solution:Thestepsthatshouldbeusedtodevelopaforecastingsystemare:DeterminethepurposeanduseoftheforecastSelecttheitemorquantitiesthataretobeforecastedDeterminethetimehorizonoftheforecastSelectthetypeofforecastingmodeltobeusedGatherthenecessarydataValidatetheforecastingmodelMaketheforecastImplementandevaluatetheresultsBrieflydescribetheDelphitechnique.Howwoulditbeusedbyanemployeryouhaveworkedfor?Solution:TheDelphitechniqueinvolves:AssemblingagroupofexpertsinsuchamannerastoprecludedirectcommunicationbetweenidentifiablemembersofthegroupAssemblingtheresponsesofeachexperttothequestionsorproblemsofinterestSummarizingtheseresponsesProvidingeachexpertwiththesummaryofallresponsesAskingeachexperttostudythesummaryoftheresponsesandrespondagaintothequestionsorproblemsofinterest.Repeatingsteps(b)through(e)severaltimesasnecessarytoobtainconvergenceinresponses.Ifconvergencehasnotbeenobtainedbytheendofthefourthcycle,theresponsesatthattimeshouldprobablybeacceptedandtheprocessterminated-littleadditionalconvergenceislikelyiftheprocessiscontinued.PROBLEMS4.21Refertothetrend-adjustedexponentialsmoothingillustrationinExample7.Usinga=.2andB=.4,weforecastsalesfor9mouths,showingthedetailedcalculationsformouth2and3.InSolvedProblem4.2,wecontinuedtheprocessformouth4.Inthisproblem,showyourcalculationsformouths5and6forFt,Tt,andFITt.Solution:421F5=aA4+(l-a)(^+7；)=(0.2)(19)+(0.8)(20.14)=3.84-16.11=19.914=取这—&)+(1—[})匕=(0.4)(19.91-17-82)+^0.6)(2.32)=04(2.09)+1.39=0.84+139=2.23月4=与+4=19.91+2.23=22.14£=%阙1一3低十项=(0.2)(24)十(0闾(22.14)=4.8+17.71=22.51稣=做外-即十(1-9)・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=24.894.23SaleofvegetabledehydratorsatBudBanis,sdiscountdepartmentstoreinSt.Louisoverthepastyearareshownbelow.Managementpreparedaforecastusingacombinationofexponentialsmoothinganditscollectivejudgmentfortheupcoming4mouths(March,April,May,andJuneof2005).Month2004-2005UnitSalesManagement'sForecastJuly100August93September96October110November124December119January92February83March101120April96114May89110June108108a)ComputeMADandMAPEformanagement'stechnique.Domanagement'sresultsoutperform(havesmallerMADandMAPEthan)anaiveforecast?Whichforecastdoyourecommend,basedonlowerforecasterror?Solution:Studentsmustdeterminethenaiveforecastforthefourmonths.ThenaiveforecastforMarchistheFebruaryactualof83,etc.Chapter5DesignofGoodsandServicesDISCUSSIONQUESTIONS5.Whatistime-basedcompetition?SOLUTIONTime-basedcompetitionusesacompetitivestrategyofgettingproductstomarketrapidlyandmayincluderapiddesign,efficientdeliverysystems,andJITmanufacturing.10.Whatinformationiscontainedinabillofmaterials?SOLUTIONAbillofmaterialsliststhecomponents,theirdescription,andthequantityofeachrequiredtomakeoneunitoftheproduct.15.Whataretheadvantagesofcomputer-aideddesign?SOLUTIONSustainabilityinthecontextofOMimpliesaproductionsystemthatsupportsconservationandrenewalofresources.Twoopportunitiesforaclassdiscussionare:任PursuetheOMroleinproductdesign,production,destruction/recycling/reuseandexaminetheentireproductlifecycle(lifecycleassessment[LCA]andISO14000).任Considersustainabilityinacomprehensiveandchallengingperspectiveasmeetingpresent“needs〞withoutcompromisingtheabilityoffuturegenerationstomeettheirown“needs.〞Theconceptof“need〞andthesuggestionthatweunderstandallthereistoknowabouttheworld'sresourcescaninitiatealivelyclassroomdiscussion.PROBLEMS5.11TheproductdesigngroupofFloresElectricSupplies,Inc.,hasdeterminedthatitneedstodesignanewseriesifswitches.Itmustdecideononeofthreedesignstrategies.Themarketforecastisfor200,000units.Thebetterandmoresophisticatedthedesignstrategyandthemoretimespentonvalueengineering,thelesswillbethevariablecost.Thechiefofengineeringdesign,Dr.W.L.Berry,hasdecidedthatthefollowingcostsareagoodestimateoftheinitialandvariablecostsconnectedwitheachofthethreestrategies:a)Low-tech:alow-technology,low-costprocessconsistingifhiringseervalnewjuniorengineers.Thisoptionhasacostof$45,000andvariable-costprobabilitiesof.3for$.55each,.4for$.50,and.3for$.45.b)Subcontract:amedium-costapproachusingagoodoutsidedesignstaff.Thisapproachwouldhaveaninitialcostof$65,000andvariable-costprobabilitiesof.7of$.45,.2of$.40,and.1of$.35.c)High-tech:ahigh-technologyapproachusingtheverybestoftheinsidestaffandthelatestcomputer-aideddesigntechnology.Thisapproachhasafixedcostof$75,000andvariable-costprobabilitiesof.9of$.40and.1of$.35.Whatisthebestdecisionbasedonanexpectedmonetaryvalue(EMV)criterion?(Note:WewantthelowestEMV,aswearedealingwithcostsinthisproblem.)SOLUTION(03)Lowtech ^k(0.4)(145,000) Y(03)(0.7)Sub-contract»(151,000)Tmn(0.9)High-tech(154,000)T(0」)Fixed VariableCostCosts45,000+C20"0。。xO.55)工155,00045,000+(200,000x0.50)=145,00045,000+(200,000x0.45)=135,00065,000+(200,000x045)-155,00065.000+(200,000x0,40)=145,00065,000+(200,000x0.35)=135,00075,000十(200.000x0.40)=155.00075,000+(200,000x0.35)=]45,000Thefirmshouldutilizethelowtechnologyapproachforacostof$145,000.Chapter6Forecasting(p174)DISCUSSIONQUESTIONS1、Explainhowhigherqualitycanleadtolowercosts.Solution:Higherqualityleadstogreaterdemand,togreatermarketshare,togreatereconomiesofscale.Additionally,higherqualityleadstolessscrap,rework,andwarrantycost,hencetolessinputrequiredforsameoutput.3、which3ofDeming’s14pointsdoyoufeelaremostcriticaltothesuccessofaTQMprogram.HowaretheserelatedtoDeming’s14points?Solution:OfDeming’s14points,“findingproblems〞iscertainlyoneofthethree.Theselectionoftheothertwoisnotasclear-cut.Manywouldsay“reducingfear〞isimportant,butitspurposeisreallytofindproblems.Thefirstpoint,ongettingmanagementtoputforthcommongoalsandstickwiththem—“constancyofpurpose〞—isoursecondchoice.Thethirdis“methods〞—notgivinggoalswithoutprovidingthemethodstoachievethem6、WhatareseventoolsofTQM?Solution:TheseventoolsofTQMare:ChecksheetScatterdiagramHistogramsParetochartsFlowchartsCause-and-effectdiagramsStatisticalprocesscontrolchart8、Howcanauniversitycontrolthequalityofitsoutput(thatis,itsgraduates)?Solution:Auniversitycanseektocontrolthequalityofitsgraduatesby:SettingspecificgoalsforitsoverallaccomplishmentsEmployingqualityfacultySettingappropriatestandards(prerequisites,GPA,requiredcredithours,etc.)Employingappropriateevaluationdevices(quizzes,examinations,termpapers,etc.)Chapter8DISCUSSIONQUESTIONS4、Whatis“clustering〞(集群)？Solution:Clusteringisthetendencyoffirmstolocatenearcompetitors.16、Listthetechniquesusedbyserviceorganizationstoselectlocations.Solution:Servicelocationtechniques:regressionmodelstodetermineimportanceofvariousfactors,factorratingmethod,trafficcounts,demographicanalysisofdrawingarea,purchasingpoweranalysisofarea,center-of-gravitymethod,andgeographicinformationsystem.PROBLEMSAlocationanalysisforTemponiControls,asmallmanufacturerofpartforhigh-technologycablesystems,hasbeennarrowdowntofourlocations.Temponiwillneedtotrainassemblers,testers,androboticsmaintainersinlocaltrainingcenters.CeciliaTemponi,thepresident,hasaskedeachpotentialsitetooffertrainingprograms,taxbreaks,andotherindustrialincentives.Thecriticalfactors,theirweights,andtheratingsforeachlocationareshowninthefollowingtable.Highscoresrepresentfavorablevalues.Computethecomposite(weightedaverage)ratingforeachlocation.FactorweightLocationAkron,OHBiloxi,MSCarthage,TXDenver,COLaboravailability.1590809080Technicalschoolquality.1095756585Operatingcost.3080859585Landandconstructioncost.1560809070Industrialincentives.2090758560Laborcost.1075808575Whichsitewouldyouchoose?Wouldyoureachthesameconclusioniftheweightsforoperatingcostandlaborcostwerereversed?Recomputeasnecessaryandexplain.SolutionSJ)(a)Theweightedaveragesare:Akron81.5BiloxiSOJCajthage87.5D&nver76.0FactorWeightAkronBiloxiCarthageDenverScoreWeightxSeereScoreWeightsScoreScoreWeightxSereScoreWeightxScor?Labor0.115K13.58012.090B.S8012.0Availabilitylech.Sthoolfl.W的9.5757.5856.58535QualityOperatingCost0.30BQ24.08525.59528.58525.5Land&Constructionfl.115SO9.fl8fl12.0如13.57010.5Ind.Incentives0.20驼19.fl7515.0&517.06012.0LaborCostfl.W7SL5008.0as8.5757.51.0081.5B0.Q37576.0(b)Cartilageispreleirtd得7.5puink)intheiniLidlscenario.FactorWEightAkronBiloxiCarthageDenverScoreWeightxScoreScoreWeightxStoreScoreWeightxScoreScoreWeightxScoreLabor0.159013.58012.05013.580120AvailabilityTech.School0.10959.5757,5656.5858.5QualityOperatingCostLandS0.10808.08585959.58585ConstructionO.B&09.08012.D9013.570105Irnd.Incentives0.20如18.07515.08517.060120LaborCost0.307522.5B024.08525.57522.51.00SQ.&79.085,574,0(c)Inrhesecondscenario,allfourJicnnesfalltosmallervalues.Carthagemorethantheothers,butitismillfinnlvinRrsip］岷巴AHstones4七siiudlerbetauseallbileslinduperWug8sLscurenbelierIlianlaborcostscores.Whenlaborcosttakesonthehigherwcishl.thelowerscoreshavemoreinfluencennthetcHal.Thenewsconesarc：Akron 80.5Biloxi 79。Canhage S5.5Denver 7408.15ABritishhospitalchainwishestomakeitsfirstentryintotheU.SmarketbybuildingamedicalfacilityintheMidwest,aregionwithwhichitsdirector.DougMoodie,iscomfortablebecausehegothismedicaldegreeatNorthwesternUniversity.Afterapreliminaryanalysis,fourcitiesarechosenforfurtherconsideration.Theyareratedaccordingtothefactorsshownbelow:FactorWeightCITYChicagoMilwaukeeMadisonDetroitCost2.08567Needforafacility1.54984Staffavailability1.07647Localincentives0.58659a)WhichcityshouldMoodieselect?b)Assumeaminimumscoreof5isnowrequiredforallfactors.Whichcityshouldbechosen?Solution:8.15(a)Chicago=16+6+7+4=33Milwaukee=10+13.5+6+3=32.5Madison=12+12+4+2.5=30.5Detroit=14+6+7+4.5=31.5Allfourarequiteclose,withChicagoandMilwaukeealmosttied.Chicagohasthelargestrating,witha33.(b)Withacutoffof5,Chicagoisunacceptablebecauseitscoresonly4onthesecondfactor.OnlyMilwaukeehasscoresof5orhigheronallfactors.DetroitandMadisonarealsoeliminated,aseachhasoneratingofa4.8.21AchainofhomehealthcarefirmsinLouisiananeedstolocateacentralofficefromwhichtoconductinternalauditsandotherperiodicreviewsofitsfacilities.Thesefacilitiesarescatteredthroughoutthestate,asdetailedinthefollowingtable.Eachsite,exceptforHouma,willbevisitedthreetimeseachyearbyateamofworkers,whowilldrivefromthecentralofficetothesite.Houmawillbevisitedfivetimesayear.Whichcoordinatesrepresentagoodcentrallocationforthisoffice?Whatotherfactorsmightinfluencetheofficelocationdecision?Wherewouldyouplacethisoffice?Explain.CityMapCoordinatesXYCovington9.23.5Donaldsonville7.32.5Houma7.81.4Monroe5.08.4Natchitoches2.86.5NewIberia5.52.4Opelousas5.03.6Ruston3.88.5Solution:Chapter9LayoutStrategyDISCUSSIONQUESTIONSWhatarethethreefactorsthatcomplicateafixed-positionlayout?SOLUTION：Fixedpositionlayoutsarecomplicatedby:limitedspaceatvirtuallyallsites;atdifferentstagesoftheprocess,differentmaterialsareneeded;andthevolumeofmaterialsneededisdynamic.Whataretheadvantagesanddisadvantagesofprocesslayout?SOLUTION：Theadvantagesofaprocesslayoutare:Itcansimultaneouslyhandleawidevarietyofproductsorservices,especiallyintermsof“batches〞or“joblots.〞Ithasconsiderableflexibilitywithrespecttoequipmentandlaborassignments.Thedisadvantagesofaprocesslayoutare:Theuseofgeneralpurposeratherthanspecialpurposeequipmenttendstomaketheoverallprocesssomewhatlessefficient.Orderstakemoretimeandmoneytomovethroughthesystembecauseofthedifficultscheduling,settinguptheprocessforawidevarietyoforders,andconsiderablematerialhandling.Laborskillrequirementstendtobehighbecauseoftheuseofgeneralpurposeequipment.Work-in-processinventoriestendtobehigh..Whataretheadvantagesanddisadvantagesofworkcells?SOLUTION：Theadvantagesofworkcellsare:Reductioninwork-in-processinventoryReductioninrequiredfloorspaceReducedrawmaterialandfinishedgoodsinventoryReduceddirectlaborcostHeightenedsenseofemployeeparticipationIncreasedutilizationofequipmentandmachineryReducedinvestmentinmachineryandequipmentThedisadvantagesare:SimilartoaproductlayoutHighvolumeisrequiredbecauseofthelargeinvestmentneededtosetuptheprocessThereisalackofflexibilityinhandlingavarietyofproductsorproductionratesRequirestheuseofgrouptechnologyRequiresahighleveloftrainingandflexibilityonthepartofemployeesEitherconsiderablestaffsupportorimaginativeemployeesareneededfortheinitialdevelopmentoftheworkcells11.Whatlayoutvariableswouldyouconsiderparticularlyimportantinanofficelayoutwherecomputerprogramsarewritten?SOLUTION：Someofthelayoutvariablesyoumightwanttoconsiderasparticularlyimportantinanofficewherecomputerprogramsaretobewrittenare:EaseofcommunicationProvisionofprivacyandaquietworkenvironmentLighting—especiallyasitrelatedtoglareoncomputerscreensConsiderationofergonomicorhumanfactorissuesinequipmentlayoutandconstruction14.Visitalocalsupermarketandsketchitslayout.Whatareyourobservationsregardingdepartmentsandtheirlocations?SOLUTION：Eachstudentwillsketchthelayoutofalocalsupermarket.Theyshouldobservethelongaisles,poweritemsataislecaps,andspreadofstaplesatcornersofstore(fruit/meat/dairy/bakery).PROBLEMSRegistrationatSouthernUniversityhasalwaysbeenatimeofemotion,commotion,andlines.Studentsmustmoveamongfourstationstocompletethetryingsemiannualprocess.Lastsemester,sregistration,heldinthefieldhouse,isdescribedinFigure9.19.Youcansee,forexample,that45