x aai4retmi"IIL-{E{lIm i. -{:Ert,reri supglier hsai: ell e\aeg'i .lqr:f .

li3i41e-
ili,mms :sn rorn. Fossnt{\ EDil lffr:r *.ier- Bl-l .rrlicitarion: cin goremnien: -::i; ;u-gx
roufi : "s " rcr rn:n;tan Fr:u-frl!e: i,r rranufururer: tlbr :elected itenr;r. Blreni:t r,;st
ffifli lrr ,:qe end iterns . irish-volume smndard items going inro firihlc.L..
'hns"ni:s& mcr&.rcef r I tlxl ume s home appliances. electric po*'er. elass. pla:tic:.
computers. ships. aerospace.
rtl.iilrrrs iff.-li r Eramples: Split large t8 (\^\ in JIT companies) JIT requires on-the-spot proF
::m,; rd ruFen into smaller trans- lem solving. including any design changes. For value
anl scannr). ril'orti dur-
"!/f!,li:--eaurri
analysis to be done on the fly. specifications should be
t
rtr4r5. ]nd perform preventive held to a minimum, or focus just on pefformance specs.
rnnr$i*l:tr*, tr! se minimized. 20. (Jane Doe, standardization) Bad. A lack of standard-
ization is shown.
= i,t.-i-1: Trun = 3.33

Chapter 9
::rclrra:t r General: Response 2. (Sentrol, Inc., telephone answering) Strategy is practi-
r. ;"rrnenhip relationship (e.g., cal. Call arrival distributions suggest times to staff the
* re.-ords for vehicles, offer telephone system with extra personnel, cross-trained in
I *er*te. etc.) customer seffice, of course.
,rf li::.g: eoal is fewer parts (see 4. (X-ray machines)
r{Lrrda :n0 items directly support 4. Push: Components are pushed onto final assembly.
':ul.i-,nr partnerships. A11 would b. Convert to pull system, perhaps using kanban
ih, irul deiivery of incoming ma- squares.
:.r ::e plant's operating costs. 6. (Partial MRP data for FOQ) The fixed-order quantity is
160. Scheduled receipts are due in weeks 1 and 5, and
{il r"iir,:s a planned order release is scheduled for week 2.
10. (Tape dispenser)
:[!r3ls rear. Travel department &. Planned order release schedule: Roll of tape, 5,000
.-.4(- in week 3 and 5,000 in week 6; Spool, 2,000 in
\tr,ike or buy analysis/decisions: week I and 5,000 in week 4.
EH;"*:lie committee; B items, done c. Planned receipts for rolls of tape are due in weeks 4
:J-ri :ratrager; C items, done by and 7, and for spools in weeks 3 and 6. Planned
receipts do not become scheduled receipts, how-
ever, until orders are placed.
14. (Kitchen knives)

:'",,-.
a. Ordff 2,400 rivets in week 2.
L-sage Lost Year Class
b. Order 2,400 blocks in week 3.
s30,000 c. Order 130 wood bars in week 3.
6,000 B
16. (Hospital safety stock factors) Example: for X-ray
C
film, safety stock factors are high cost and obsoles-
cence, so keep safety stock low. (But need rapid
-{s ;onditions stand, loss of THIS replenishment from medical supply company or other
ei; .-ould well be the death of the medical facilities in case of urgent high demand.)
Ore :ritical issue facing Adam, how-
18. (Brown Instrument Co. ROP)
rust be responsive to its customers;
ee-,ilgh time to bring the current uni- a. ROP : 81.4
p nc quick-response partnership status? &. Both DLT and SS would increase.
I pr'--ha-ring) Examples : 20. (Service level and safety stock)
tsntir involved in buying intangibles; ex- a.SS:51
S ;orrrultants' services and software. b. A11 three factors should lower rhe safery stock.

+ 5:
636 Appendir D: Answers to Selected Problems and Etercises

22. (Frcl oil ROP) tions mean that OM development costs ma] be --- "
tized over a large number of output unitsl ihu.. --'
d. About 3.75 orders Per winter.
cost is smaller.
b. DII - 3,000 gallons: 5S : 3'400 gallons
4. (Operations environments) Example: Constni;:: -:
crew foreman for builder of large, one-of-a-^ : -
Chapter 10 bridges. Project environment: industry is oligopo :':::
(fevi firms can handle such jobs) and each job i-r : :
2. (R.estaurant changeovers) Examples: Sections are set
volume is very low and each bridge is unique ri-rl-
up (changed over) to the new format while other sec-
variety). Tools and equipment are flexible and inclu;=
tions continue to serve patrons having the current meal'
land-based and barge-mounted piling drivers' crane''
and table setups (e.g., napkins folded, flowers put in
and other heavy construction equipment. Tools for sre=
vases. candles put in holders) are prepared in advance'
and concrete placement and working are also require:
Guideline 2 is illustrated.
Layout is fixed-position; the bridge stays put while peo- li
.1. (Die handiing)
ple, materials, and equipment move around it'
Guidelines 3, 4, 5, and 6 are clear, others possible'
a. 6. (Golfers and sand wedges) The sand wedge golf club is
b. Guidelines 7 and 8; more standardization and simpli- special, but most golfers carry one' It is a commodin il

fication. item. Professionals and other dedicated golfers, hos-

6. (Lot-for-lot versus batch) Yes. the comparison also makes ever. often have custom-made clubs.
sense for processing when clients are people' 8. (State University: The Sound of Music) Example re-
8. (Frovincial govemment) sponse:
a. EOQ: 600 boxes a. Fixed-position layout; each site is unique, but

b. The EOQ is a zone that takes in the extra l07o' But OM equipment, the set, and other items are reused'
principle 13 calls for seeking ways to justify smaller Also, each performance is very nearly like the oth-
lots. ers, so there is rePetition.
b. If a different performance is given at each location'
10. (Maple Tree Insurance)
At $3.00, EOQ -- 258 boxes (not feasible) expect less repetitive operations; each performance
At $2.60, EOQ : 277 boxes (feasible) would be a unique Project.
i2' (Cannery) At $0'60' EPQ : 3,266 (feasible; total annual c. Streamlining can occur by focusing on some of the
costs - $24,490); at$0.50, EPQ : 3,577 (notfeasible)' quick setup and quick changeover tools studied in
Total annual costs at ordel quantity of 4,000 are $20'450' earlier chaPters.
The correct order quantity (4'000) will last about 1 '2 10. (Corneal transplant) Typically performed in a job en-
months and is $2,000 worth' vironment. Optic surgery has been streamlined in Rus-
l4. (Print shop) sia; patients move along lines of surgeons, each per-
a. EMQ: 157,400; 15.7 months forming part of the operation. Most of us would view
surgeD as a custom 5ervice.
b. EOQ: 154,900 (small difference since production
rate is much larger than demand rate)
c'. ROP : 1,000 plus any desired safety stock
Chapter 12

16. (lrrigation svstem) 2. (Continuous versus repetitive processing)

a. 3-inch EMQ - 2,306 pipe sections; 4-tnch EMQ : Examples:
2,246 sections a. Soft drinks: Syrup processing (flavoring, sweeten-
b. 3-inch EMQ - i,631 PiPe sections ing, coloring, etc.) is continuous; bottling or can-
ning is repetitive.
20. (Federal Time CorPoration)
b. Nursing care: Electronic monitoring of patient's
a. EOQ : 6,532 lenses of temper-
heartbeat is continuous; hourly charting
b. Single-digit setup: Equip molding machines with tables
ature is repetitive.
to hold molds at usage heightl use rollers or air cushions
4. (Detergent manufacturing)
to m.ike it easier to slide molds into position'
. Process design and capital investment; much automa-
22. (Semiconductors in small lots) By always running in small tion and extensive process engineering.
lots; cut setup times to make that easier.
' Reliability of supply; firm, long-term contracts with
suppliers and dependable transportation (e'g', an
Chapter 1l owned, or controlled PiPeline).

2. (Operations management development) In repetitive 6. (Synchronized mixed-model schedule) Not quite'

operations, long runs of very nearly identical opera- Building A should strive for mixed-model schedules'