Soluções de Testes e Exames

16.
TESTS & EXAMS SOLUTION GUIDELINES
16 .1
16.1. 2017-2018
Test 1 (14/03/2018)
4 a) 80 .9 0 b o t tl e s; b ) 111 2. 4 €; c ) 9 .4 4 da ys , 2 .0 2 day s
5 a) 900 me a ls /d ay , 1 8 0 m ea l s/ day ; b ) 74 7 .3 7 c an /d ay
Test 2 (27/04/2018)
4 a) 27 se c . p er un i t ;
4b)
4 c ) 91.4% ; 4 d ) Redu c e cy c le t im e t o 2 5 (( 7 . 5* 3 60 0)/ 1 10 0 = 2 4. 54 s ec o nd s) , w h ic h r eq u ire s

r eb a la nc i ng t he l in e or wor k ov er ti m e: (1 00 un it s) 27 se c o nd s p er un i t = 2 70 0 s e co n ds or 45
mi nu te s of ov er ti m e .
5 a)
5 b ) A-C - H- K; 19 w eek s ; 5 c ) Cos t = 18 0 0 ; 5 d ) A- C - H- K & A - D - G -J -K
16.2
Exam (07/06/2018)
4 ) stra te gy I: €2 2. 6 00 , s tr a t egy I I: €2 0. 6 00 , str a te gy II I: €2 2 .5 30 (s tr a te gy I I is b es t)
5 ) F in t ec h
6 ) F il l i ng B o t tl es
Upper specification = 3.15, Lower specification = 2.85
Cpk = min[(3.150 − 3.042)/0.102,

(3.042 − 2.855)/0.102] = 1.059
Since a value of 1.0 gives 2.7 defects per 1,000 units, this means that the process is doing slightly better due to the fact
that the Cpk is slightly larger than 1.0. This indicates that the process has at most 0.27% defective. Therefore, more than
99.73% of the bottles meet the specifications.
Appeal Exam (26/06/2018)
4 ) C o ntr a c to r
F CFS : A - B - C- D -E - F: i) av er a ge c om pl e ti o n ti me: 30 .3 3 day s , i i) av era ge n um ber of j ob s in sy st em :

3. 39 j o bs , ii i) av er a ge j o b la te ne s s: 9. 16 d ays ; iv ) u ti l iz at i o n: 2 6 .4 %.
S PT : D -F - A-E - B - C: i ) av e r ag e c om p l et i o n ti me: 2 0. 67 day s, ii ) av er ag e n um ber o f jo b s in sy s tem :

2. 58 j o bs , ii i) av er a ge j o b la te ne s s: 6. 63 d ays ; iv ) u ti l iz at i o n: 3 8 .7 %.
S PT s up er ior i n al l m e as ur e s.
5 ) Fr an c es i nh a T op
5 a) Csy s tem = 0. 6 fr a n. /m in . 5 b ) A:6 0, B : 7 20 , C: 2 1 60 , D: 40 0 , E: 0, F: 4 80 , G: 72 0 , H:1 52 0;
16.3
5 c ) 0.15 fr an ./ m i n .; 5 d ) 61 .4 6 Kg; 5 e) Mr . Ru i sh ou l d c on t in ue t o mak e t he sm ok ed s au sa ge s , a s
th e t ot a l a n nu al c o s ts ar e l o wer , 16 9 ,9 44 . 22 € ( c om par ed w i th 2 1 3 ,5 4 9. 6 5€) .
6 ) C l os ef et c h
16.2. 2018-2019
Teste 1 (13/03/2019)
Ex er c is e 4: Re d Fr ui t s
4 a) C A = 2 4 0 ; C B = 2 2 0 ; C D = 2 8 0 ; C E = 2 4 0 ; C F = 3 0 0 ; 4 b ) C a p a c i t y S y s t e m = 2 2 0 b o x e s ; B o t t l e n e c k : C
4c) € 275
4d)
Alternative 1:
Bulk blackberries for sale = 275 - 220 = 55 | 55 x 0.2 = 11 | 11 x 25 = € 275
Bulk raspberries for sale = 240 -220 = 20 | 20 x 0.3 = 6 | 6kg x Praspberries =?
Inventory cost blackberries = 11/2 x 6 = 33 €
Inventory cost raspberries = 6/2 x 7.5 = € 22.5
Total Alternative 1: 275 -33 - 22.5 + (6 Praspberries) = 219.5 + (6 Praspberries)
Alternative 2:
Cost of increasing capacity = 20 x 12 = 240 €
Box revenue = 20 x 20 = 400 €
Bulk blackberries for sale = 275 - 240 = 35 boxes | 35 x 0.2 = 7 | 7 x 25 = 175 €
Inventory cost blackberries = 7/2 x 6 = 21 €
Total Alternative 2: 400 + 175 -240-21 = € 314
16.4
Set Alternative 1 = Alternative 2:
314 = 219.5 + (6 Praspberries) | Praspberries = € 15.75
Teste 2 (10/04/20 19)
Ex er c is e 4: Luso D es ig n
4 a) C h a s e
16.5
Exam (04/07/2019)
E x er c is e 4 : i-D i gi t al
LEVEL 0
ITEM P1
LS = LFL LT = 1 Safety Stock = 0
PERIOD 1 2 3 4 5 6 7 8 9 10
Gross Requirements 0 0 0 0 150 250 400 0 0 0
Scheduled Receipts 0 0 0 0 0 0 0 0 0 0
Planned Order Receipts 0 0 0 0 150 250 400 0 0 0
Available Balance 0 0 0 0 0 0 0 0 0 0 0
Planned Order Releases 0 0 0 150 250 400 0 0 0 0
LEVEL 0
ITEM P2
PERIOD 1 2 3 4 5 6 7 8 9 10
LEVEL 1
ITEM A 2P1
LS = x 70 LT = 2 Safety Stock = 40
PERIOD 1 2 3 4 5 6 7 8 9 10
Planned Order Receipts 0 70 490 840 0 0 0 0
Planned Order Releases 70 490 840
LEVEL 1
ITEM B 1P1
PERIOD 1 2 3 4 5 6 7 8 9 10
Planned Order Receipts 140 250 400 0 0 0 0
Planned Order Releases 140 250 400
LEVEL 1
ITEM D 2P2
PERIOD 1 2 3 4 5 6 7 8 9 10
Planned Order Receipts 0 0 0 800 600 0 0 0 0
Planned Order Releases 800 600
LEVEL 1
ITEM E 2P2
LS = > 700 LT = 2 Safety Stock = 60
PERIOD 1 2 3 4 5 6 7 8 9 10
Planned Order Receipts 0 0 1060 700 0 0 0 0
16.6
LEVEL 2
ITEM C 3A+1D+2E
LS = x 130 LT = 1 Safety Stock = 80
PERIOD 1 2 3 4 5 6 7 8 9 10
Planned Order Releases 0 3640 4680 650
LEVEL 2
ITEM F 1E
PERIOD 1 2 3 4 5 6 7 8 9 10
E x er c is e 5 : Sweet C h o c
5 a) Av erag e: 23; R: 0, 7; A2: 0, 37 3; D 3: 0 , 13 6; D 4 : 1, 8 64 ; U CL X: 23 , 26 70 6 8 ; L CL X: 2 2, 73 2 93 2 ; U CL

R: 1, 3 04 8 ; L C L R: 0, 09 5 2 ; Al t ho ug h t he pr o ce ss i s wi t hi n t he c o ntr o l l im it s , i t is p os s ib l e to o b serv e
a s u dd en c h an ge i n th e R -c h ar t (d ay 2 t o d ay 4) . Th e s u gge s te d ac t i on i s t o c au t i ou s ly m o ni t or
th e pr oc es s .
5 b ) Av erage Ra ng e: 0 ,7 16 ; d2 : 2, 8 47; US L: 2 3, 5; Av era ge: 2 3 ,0 2 2; S t an d a rd d ev ia t io n:
0, 25 1 49 27 99 ; C pk : 0, 6 33 55 02 7 9; S i n ce C pk < 1 , t h e pr o ce ss is no t r es p on di n g t o t he
sp ec if i c at i on s .
5 c ) Z USL: 1 ,9 00 6 50 83 8 (( 23 , 5 -2 3, 0 22) / 0 ,2 5 14 92 79 9); Cu mu la t iv e % Z USL : 0 , 97 13 2 61 19 ;
Re qu ir ed o u tp u t ( wi t hi n sp ec if i c at i on s): 2 00 0; B a tc h s ize: 2 06 0 ( 2 00 0/ 0, 9 71 32 61 1 9 r ou n de d u p)
E x er c is e 4 : Fred ’s B ar
4 a) 140 0; 4 b ) 23 89 ; 4 c ) 70
E x er c is e 5 : Gia nt B o ar d
5 a)
5 b ) 60 un i ts /h o ur s; 5 c ) 56 se c .; 5 d ) 4 w ork s ta t i on s; 5 e ) 20% ; 5 f ) 80%.
16.7
16.3. 2019-2020
Teste 1 (10/10/2019)
E x er c is e 4 : Ist am b a b
4 a) Ca: 40 0, C b: 30 0, C c: 24 0, C d: 3 5 0, C e: 6 00 ; 4 b ) Activ i ty C – 24 0 ke b a bs; 4 c ) No; 4 d ) 15kg / day
Teste 2 (07/11/2019)
4)
LEVEL
ITEM Clipboard
PERIOD 1 2 3 4 5 6 7 8 9 10
Gross Requirements 85 95 120 100 100
Scheduled Receipts 175 0 0 0 0
Planned Order Receipts 0 0 100 100 100
Available Balance 25 115 20 0 0 0
Planned Order Releases 0 100 100 100 0
LEVEL
ITEM Lapdesk
LS = x50 LT = 1 Safety Stock = 0
PERIOD 1 2 3 4 5 6 7 8 9 10
LEVEL
ITEM Pressboard
LS = min 100 LT = 1 Safety Stock =
PERIOD 1 2 3 4 5 6 7 8 9 10
16.8
5)
S PT - P erf orm an c e Me as ur e s
Me an F l ow t im e 38 .7 5
Me an T ard i ne ss 12 .5
No . of J ob s Tar dy 2
Ma x T ar di ne s s 25
S LA CK - Per for m a n ce M e as ur e s
Me an F l ow t im e 42 .5
Me an T ard i ne ss 13 .7 5
No . of J ob s Tar dy 3
Ma x T ar di ne s s 25
R e c om me nd a t io n: S PT h as th e s am e m ax im um ta rdi n es s a s SLA CK , bu t o u tp erf orm s SLA C K o n ev er y

o th er m ea sur e . Ch o o se S PT .
Exam (12/06/2020)
1 a) Op t ima l l oa n am ou n t per l oa n = €5 07 , 16 5 .3 2 ; T C = €1 95 , 87 4 .8 9; 14 l oa n s/y ear ; r =€ 39 1 ,0 00 .
1 b ) Q > € 7 00 ,0 0 0 – T C = €1 80 , 32 9. 4 6; S i n ce t hi s op t i on y ie l ds a l o wer T C of € 1 5, 54 5 .5 2 , i t s h ou l d
be a cc e pt ed .
1 c ) see s l id e 17 of m od u le 5 of ag gr e ga t e p l an n i ng
2 a)
16.9
2b)
2c)
Th i s q ue s t io n ca n hav e m u lt i pl e an sw er s. F o ll o wi ng i s a p o ss i bl e ap pr o ac h .
Th e ch as e s tr at egy i s th e l ow es t - co s t a pp ro a ch s i nc e it av oi d s c arry i ng c o st s a n d u se s on ly
reg ul ar t im e pr o du c t io n be ca u se t her e is n o pl a n t ca pa c i ty co n str a in t .
16.10
1 a) Serv i ce l ev e l = 50 %; 1 b ) 3.11 p izz as
2 a)
4 9 9 15 15 18
0 B 0 D 0 E
4 9 9 15 15 18
0 4 18 25
0 A 0 G
0 4 18 25
4 6 6 14
4 C 4 F
8 10 10 18
Th e pr o je c t d ur a t i on is 25 we ek s . T h e cr i ti c al p at h i s A – B – D – E – G. Ac tiv i t ie s C an d F
hav e 4 w eek s of s la ck t i m e.
2 b ) C A = 4 , 00 0; C B = 3 ,0 0 0; C D = 2 ,0 00 ; C E = 2 , 50 0 ; C G = 2 , 50 0 ; T he se q ue nc e is : D, E, G , B , D .
2 c ) Cras h th e p r o je c t fr o m 2 5 w eek s t o 1 9 we ek s .
3 a) CA = 6 6 / (1 /2 x 2 / 3) = 1 98 ; C B = 1 02 /(3 /3 ) = 15 3; C D = 3 0 / (1 /3) = 9 0 ; C C = 12 5; CE = 15 5; C F
= 21 0 ; C ap a c ity = 9 0 K g /h . 3 b ) 63 K g/ h .
16.4. 2020-2021
Test 1 (05/11/2020)
1a) C A = 175, C B =130, C C =150, C D =225, C E =160 , C F =100, C G =40
1b) C A =175, C B =130, C C =150, C D =225, C E =200 , C F =125, C G =200
1c) 150 000 euros
Test 1 (06/11/2020)
1a) Production cost=1 3916 euros | Import cost: 13838 euros - better to import
1b) New Production cost=13780 euros – better to produce
1c) See Inventory Management slides
16.11
Test 2 (17/12/2020)
1a) B-D-C-F-E-A
1b) 25 days
1c) 15.33 days
1d) Gantt Chart:
Op 1 B D C F E A
Op 2 B D C F E A
Test 2 (18/12/2020)
1a)
1b) Critical path: A -B-D-F
1c) Duration= 16 days | Total cost = 3175 euros.
1d) Total Cost= 3575 euros.
Normal Exam (11/01/2021)
1a) Q*=100
1b) 50
1c) 10000
1d) 60
1e) Efficiency: 5 work stations = 90% |6 workstations = 75%
2a) x -bar c har t: U CL =2 83 | L CL = 22 7 | X̿ =2 55 and R c h art : U CL =6 9 | L CL =0
16.12
2 b ) B y observing the gr aph, it is possible to s ee that there are 7 consecutive points on the
x-bar chart above the central line, which, although the points are within the intervals
(between UCL and LCL), is an indi cator that the process is out of control. Therefore, there
are indications that customer complaints are related to the box production process.
2c) Cpk = 0.5 , Cpk is less than 1 so the company is unable to answer with quality to th e
customers specificati o ns.
2d) 1080 boxes
Appeal Exam (27/01 /2021 )
1a) C A = 150, C B = 100, C C = 110, C D = 108, C E =1 20 | Bottleneck – B |System Capacity =100
1b) New bottleneck: D |New System Capacity: 108
1c) Bottleneck remains B – same system capacity.
1d) 10€/kg
2a)
Level 0
Item CSR Caixa de bombons sem recheio (CSR) | Candy box without filling (CSR)
LS = LFL LT = 0 SS= 0
Period 1 2 3 4 5 6 7 8 9 10
Level 0
Item CCR Caixa de bombons com recheio (CCR) | Candy box with filling (CSR)
Period 1 2 3 4 5 6 7 8 9 10
Level 1
Item A 1 CSR + 1 CCR
LS = x40 LT = 1 SS= 20
Period 1 2 3 4 5 6 7 8 9 10
16.13
Level 1
Item C 2 CSR +2 CCR
LS = >180 LT = 3 SS= 0
Period 1 2 3 4 5 6 7 8 9 10
Level 2
Item B 5 x C
LS = x120 LT = 2 SS= 50
Period 1 2 3 4 5 6 7 8 9 10
Level 2
Item D 1 x C
Period 1 2 3 4 5 6 7 8 9 10
2b) Cost= 3936 euros/week
2c) The company can: Reduce Safety Stocks level; Decrease scheduling receipts ; Estab lish
contracts with suppliers that have a more ap pealing Lot Sizing policy (i.e LFL)
16.5. 2021-2022
Test 1 (04/11/2021)
A. 521
B. 374
C. 3.338
D. The statement is false
16.14
Test 2 (16/12/2021)
A.
B. 16 weeks | Cost: 12200 euros

C. Ativity D | Cost: 75 euros
D. Minimum Duration: 10 semanas | Cost: 900 euros
E. Higher risk of failure, Less flexibility, …
Normal Season Exam (11/01 /2022)
1a)
LEVEL 0
ITEM A0 Q * = S Q R T (( 2 x ( 1 0 + 2 0 + 3 0 ) x 1 2 0 )/ 2 ) ) < - > Q = 1 0 4 c o m p o n e n t s
LS = EOQ LT = 1 S a fe t y S t o c k = 0
PERIOD 1 2 3 4 5 6 7
Gross Requirements 0 0 0 0 40 20 30
Scheduled Receipts 0 0 0 0 0 0 0
Available Balance 10 10 10 10 10 74 54 24
Planned Order Releases 0 0 0 104 0 0 0
LEVEL 1
ITEM A1 2xA0
LS = X10 LT = 1 S a fe t y S t o c k = 0
PERIOD 1 2 3 4 5 6 7
LEVEL 1
ITEM B1 3xA0
LS = >120 LT = 1 S a fe t y S t o c k = 0
PERIOD 1 2 3 4 5 6 7
16.15
LEVEL 2
ITEM A2 1 x A1
LS = X30 LT = 2 S a fe t y S t o c k = 20
PERIOD 1 2 3 4 5 6 7
LEVEL 2
ITEM B2 2 x A1
LS = LFL LT = 2 S a fe t y S t o c k = 10
PERIOD 1 2 3 4 5 6 7
1b) No implication
2a)
Bathhouse
60% Group Classes 30%
#30 clients
#10
t= 15 min=0,25h
t=12 min=0,2h
R=50 cl/h
Bodybuilding room
#40 clientes Out
t=30 min=0,5h 70%
40%
2b) 0.41h
2c) 20.5 clients
2d) Group Classes=25% | Bodybuilding= 26 %
2e) 166.6 clients/h | arrival r ate increase has no impact
16.16
Resit Exam (25/01 /2022)
1a)
1b)
0.0 0 .2 5 0 .5 0 .7 5 1.0 1 .5 2.0 2 .2 5 2 .7 5 3.0
WS 1
WS 2
WS 3
1c) Both allow you to meet a specified deadline
2a)
Small Small Small

Park 85.75% 80% Coffee 80% Coffee
Rooms Rooms Rooms
Medium Medium Medium

Walk 4.75% Leave
Rooms Rooms Rooms
Public Big Big Big

9.50%
Transport Rooms Rooms Rooms
2b) Crooms= 225 pac/h |Ccoffee= 2000 pac/h | Cpark= 210 pac/h
2c) Csystem= 210 pac/h
2d) Increase Park capacity by 78 places | Increase at least 1 small room (20 pac)
Test 1 | 3 1 /0 3/ 2 02 2
a) The bottleneck is the Direct -f ired oven and the capacity of the system is 60kg/h.
b) Lack of baking capacity in Direct -fired oven (capacity in the system equal to 60 kg/h)
– difference of 4 kg/h of capacity in the sys tem. As only 25% goe s to the direct -
16.17
fired oven, only 1kg/h remains unbaked. Therefore, as each portion wei ghs 100g,
the hourly loss for unbaked portions is 10*0.21 = 2.1€.
c) Q*=1200kg
Test 2 | 2 6 /0 5/ 2 02 2
1a)
n= 30
p line= 0.057
σp= 0.042
UCL 0.183
LCL -0.070 Required to round down to zero.
2 a)
16.18
2 b ) Two cr it i ca l Pa t hs : ( 1) A – B – E – I ( 2) A – H – I | Pr oj e ct Le ng t h: 4 6 we eks
2c)
N o rma l S e as o n E x am | 09 / 06 / 20 22
1 a) Q*= 7 75 l | N um b er of or der s = ≅ 41 𝑝𝑒𝑟 𝑦𝑒𝑎𝑟
1 b ) Numb er of o r d er r e m a in t h e sam e| Q * rem ai n t he s am e | I nv e n t or y C o s ts - > Im pa c t H o ld i ng

C os t s -> I n cre as e of: 1 5 5 x 2. 6 0 = 4 06 €
1 c ) 0%
2 a) Effici e ncy = 1 - 0. 3 3/( 3× 0 .5 )= 7 8. 00 %
2 b ) Allo c at e in S t a ti o n 3 (I dl e t im e ) | Th e e ff ic i e ncy i s hi g her an d eq u al t o 84 .6 7%
2 c ) 2 sta t i on s m or e a n d hi gh er eff i ci e ncy (9 3 .6% )
R e s it Ex am | 28 / 06 /2 0 22
1 a)
n 4
A2 0.729
LCLx 1,951
D3 0
UCLx 2,049
D4 2.282
D2 2.059
1b)
16.19
1b)
LCLr 0
UCLr 152
1 c ) Analys i ng th e Cpk v a lu es , on ly m a ch i ne A ca n pr o du ce a lm os t 1 00 % of li gh t b u lb s w i t hi n t h e
sp ec if i c at i on s be c au se i t is t h e o n ly m a ch i ne t ha t e xh i bi t s a C pk v a lu e at or ab ov e 1 . 0.
1 d ) Giv en t h e C p ( 0. 5) a nd t he Cpk ( 0. 5) , we c a n c o nc l ud e t ha t t he pr od uc t i on i s c en tre d b ut n o t

10 0% of t he pr o du c ti o n ou t pu t s w i l l b e wi t hi n t h e s pe c if i ca t io n l im it s .
2 a) Av era ge i nv e nt or y : 6 20 0 | Ti m e s t ock : 6 . 2 | H ol d in g c os t : 62 0 0 | Or der i ng c os t : 2 00
2 b ) Q*: 2 0 00 | S S : 24 60 | Av er ag e inv en t ory : 3 4 60| Av er ag e ti me : 3 .4 6 | H o l di ng c o st : 3 46 0 |

Or der in g c os t : 10 0 0 | Av er a ge t im e b et w ee n ord ers (w eek s) : 2
2 c ) New R O P : 54 0 0 | S S : 14 00 | n ew s td ev dem a n d le ad t im e : 17 50| n ew st dev d em an d : 87 5
16.20
17. BIBLIOGRAPHY
A n u p i n d i , e t a l . ( 2 0 1 2 ) . M a n a g i n g B u s i n e s s P r o c e s s F l o ws : P r i n c i p l e s o f O p e r a t i o n s M a n a g e m e n t , 3 e ,
Prentice Hall.
C h a s e , A q u i l a n o a n d Ja c o b s ( 2 0 1 8 ) , O p e r a t i o n s M a n a g e m e n t fo r C o m p e t i t i v e A d v a n t a g e , 1 5 t h e d . ,
McGraw-Hill.
Chopra, S. & Meindl, P. (201 6). Supply Chain Management : Strategy, Planning and Operations , 6e, Prentice
Ha l l .
He i z e r , J . a n d R e n d e r , B . ( 2 0 1 7 ) , O p e r a t i o n s M a n a g e m e n t : S u s t a i n a b i l i t y a n d S u p p l y C h a i n M a n a g e m e n t ,
12e., Pearson.
Krajewski, Ritzman and Malhota (201 6), Operations Management: processes and supply chains, 1 1 th ed.
Pearson.
Li s b o a e G o m e s ( 2 0 0 8 ) , G e s t ã o d e O p e r a ç õ e s , 2 ª e d . V i d a E c o n ó m i c a .
P i n t o , J . ( 2 0 1 4 ) , P e n s a m e n t o L e a n : A F i l o s o fi a d a s O r g a n i z a ç õ e s V e n c e d o r a s , 6 e , Li d e l E d i ç õ e s T é c n i c a s
Ld a , L i s b o a .
Russell and Taylor (2013 ), Operations Management, 8th ed., John Wiley & Sons.
Schroeder and Goldstein (2017). Operations Management in the Supply Chain: decisions and cases,
McGraw Hill.
S l a c k , e t . a l . ( 2 0 1 6 ) . O p e r a t i o n s M a n a g e m e n t , 8 t h e d . , F T - P r e n t i c e Ha l l , P e a r s o n E d u c a t i o n
S t e v e n s o n , W . ( 2 0 1 8 ) , O p e r a t i o n s M a n a g e m e n t : t h e o r y a n d p r a c t i c e , 1 3 t h e d . , M c G r a w Hi l l .
W o m a c k , J. , Jo n e s , D . ( 2 0 0 5 ) , L e a n S o l u t i o n s : H o w C o m p a n i e s a n d C u s t o m e r s c a n C r e a t e V a l u e a n d W e l t h
Together, Free Press.
17.21

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16.

TESTS & EXAMS SOLUTION GUIDELINES

4 c ) 91.4% ; 4 d ) Redu c e cy c le t im e t o 2 5 (( 7 . 5* 3 60 0)/ 1 10 0 = 2 4. 54 s ec o nd s) , w h ic h r eq u ire s

5 b ) A-C - H- K; 19 w eek s ; 5 c ) Cos t = 18 0 0 ; 5 d ) A- C - H- K & A - D - G -J -K

4 ) stra te gy I: €2 2. 6 00 , s tr a t egy I I: €2 0. 6 00 , str a te gy II I: €2 2 .5 30 (s tr a te gy I I is b es t)

Upper specification = 3.15, Lower specification = 2.85

Cpk = min[(3.150 − 3.042)/0.102,

Appeal Exam (26/06/2018)

F CFS : A - B - C- D -E - F: i) av er a ge c om pl e ti o n ti me: 30 .3 3 day s , i i) av era ge n um ber of j ob s in sy st em :

S PT : D -F - A-E - B - C: i ) av e r ag e c om p l et i o n ti me: 2 0. 67 day s, ii ) av er ag e n um ber o f jo b s in sy s tem :

5 a) Csy s tem = 0. 6 fr a n. /m in . 5 b ) A:6 0, B : 7 20 , C: 2 1 60 , D: 40 0 , E: 0, F: 4 80 , G: 72 0 , H:1 52 0;

Teste 2 (10/04/20 19)

5 a) Av erag e: 23; R: 0, 7; A2: 0, 37 3; D 3: 0 , 13 6; D 4 : 1, 8 64 ; U CL X: 23 , 26 70 6 8 ; L CL X: 2 2, 73 2 93 2 ; U CL

Appeal Exam (25/06/2019)

5 b ) 60 un i ts /h o ur s; 5 c ) 56 se c .; 5 d ) 4 w ork s ta t i on s; 5 e ) 20% ; 5 f ) 80%.

4 a) Ca: 40 0, C b: 30 0, C c: 24 0, C d: 3 5 0, C e: 6 00 ; 4 b ) Activ i ty C – 24 0 ke b a bs; 4 c ) No; 4 d ) 15kg / day

R e c om me nd a t io n: S PT h as th e s am e m ax im um ta rdi n es s a s SLA CK , bu t o u tp erf orm s SLA C K o n ev er y

1 a) Op t ima l l oa n am ou n t per l oa n = €5 07 , 16 5 .3 2 ; T C = €1 95 , 87 4 .8 9; 14 l oa n s/y ear ; r =€ 39 1 ,0 00 .

1 a) Serv i ce l ev e l = 50 %; 1 b ) 3.11 p izz as

1a) C A = 175, C B =130, C C =150, C D =225, C E =160 , C F =100, C G =40

1b) C A =175, C B =130, C C =150, C D =225, C E =200 , C F =125, C G =200

1c) 150 000 euros

1b) New Production cost=13780 euros – better to produce

1c) See Inventory Management slides

1c) 15.33 days

1d) Gantt Chart:

1b) Critical path: A -B-D-F

1c) Duration= 16 days | Total cost = 3175 euros.

1d) Total Cost= 3575 euros.

Normal Exam (11/01/2021)

1e) Efficiency: 5 work stations = 90% |6 workstations = 75%

2a) x -bar c har t: U CL =2 83 | L CL = 22 7 | X̿ =2 55 and R c h art : U CL =6 9 | L CL =0

2d) 1080 boxes

Appeal Exam (27/01 /2021 )

1a) C A = 150, C B = 100, C C = 110, C D = 108, C E =1 20 | Bottleneck – B |System Capacity =100

1b) New bottleneck: D |New System Capacity: 108

1c) Bottleneck remains B – same system capacity.

2b) Cost= 3936 euros/week

B. 16 weeks | Cost: 12200 euros

Normal Season Exam (11/01 /2022)

2c) 20.5 clients

2d) Group Classes=25% | Bodybuilding= 26 %

2e) 166.6 clients/h | arrival r ate increase has no impact

0.0 0 .2 5 0 .5 0 .7 5 1.0 1 .5 2.0 2 .2 5 2 .7 5 3.0

1c) Both allow you to meet a specified deadline

Small Small Small

Medium Medium Medium

Public Big Big Big

2c) Csystem= 210 pac/h

1 a) Q*= 7 75 l | N um b er of or der s = ≅ 41 𝑝𝑒𝑟 𝑦𝑒𝑎𝑟

1 b ) Numb er of o r d er r e m a in t h e sam e| Q * rem ai n t he s am e | I nv e n t or y C o s ts - > Im pa c t H o ld i ng

2 a) Effici e ncy = 1 - 0. 3 3/( 3× 0 .5 )= 7 8. 00 %

2 b ) Allo c at e in S t a ti o n 3 (I dl e t im e ) | Th e e ff ic i e ncy i s hi g her an d eq u al t o 84 .6 7%

2 c ) 2 sta t i on s m or e a n d hi gh er eff i ci e ncy (9 3 .6% )

1 d ) Giv en t h e C p ( 0. 5) a nd t he Cpk ( 0. 5) , we c a n c o nc l ud e t ha t t he pr od uc t i on i s c en tre d b ut n o t

2 a) Av era ge i nv e nt or y : 6 20 0 | Ti m e s t ock : 6 . 2 | H ol d in g c os t : 62 0 0 | Or der i ng c os t : 2 00

2 b ) Q*: 2 0 00 | S S : 24 60 | Av er ag e inv en t ory : 3 4 60| Av er ag e ti me : 3 .4 6 | H o l di ng c o st : 3 46 0 |

2 c ) New R O P : 54 0 0 | S S : 14 00 | n ew s td ev dem a n d le ad t im e : 17 50| n ew st dev d em an d : 87 5

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