2. (15 points): Name at least 3 competitive advantages of concurrent engineering?
3. (10 points): A new order has come into your department. The capability of the process used for this type of work will enable virtually all of the output to be well within the specifications for your product.
a. (5 Points): What benefits might be derived from this situation?
b. (5 Points): What alternatives might be considered by the manager?
4. (20 points): What are the four main reasons for holding inventory?
5. (10 points): To be more competitive, many fast-food chains began to expand their menus to include a wider range of foods. Although contributing to competitiveness, this has added to the complexity of operations, including inventory management. Specifically,provide at least 2 different ways this expansion of menu offerings will most likely create problems for inventory management?
6. (20 points): In operations management, as in life, a balanced approach is often the best policy. One of the best examples of the benefits of this in operations management is the “lean approach”?. Explain at least four basic factors that must be in place in order to achieve a “balanced lean system”?.
7. (15 points): Provide at least 3 different factors when comparing the concept of viewing a firm’s suppliers as adversaries with viewing them as partners.
8. (10 points): (D&RQ 17.9)
Why might a probabilistic estimate of the project completion time base solely on the variance of the critical path be misleading? Under what circumstances would it be acceptable?
PART B: QUANTITATIVE EXERCISES:
50 Possible Examination Points
Instructions: Please download this portion of the final examination and provide your answers supported by your detailed calculations. The use of EXCEL is encouraged. If you use EXCEL, please provide a single worksheet with each exercise within a single file.
1. (10 Points):(Exercise 5.2): In a job shop, effective capacity is only 50% of design capacity, and actual output is 80% of effective output. What design capacity would be needed to achieve an actual output of 8 jobs per week?
2. (10 Points): (Exercise 7.8): A recently negotiated union contract allows workers in a shipping department 24 minutes for rest, 10 minutes for personal time, and 14 minutes for delays for each 4 hours worked. A time study analyst observed a job that is performd continuously and found an average time of 6.0 minutes per cycle for a worker she rated at 95%. What standard time is applicable for this operation?
3. (30 Points): (Ch 16.14): The production manager must determine the processing sequence for 7 jobs through the grinding and deburring departments. The same sequence will be followed in both departments. The manager’s goal is to move the jobs through the two departments as quickly as possible. The foreman wants the SPT rule to be used to minimize the work-in-process inventory in his department.
|Processing Time (Hours)|
a. (15 Points) Prepare a schedule using the SPT for the grinding department and determine the total flow times for the Grinding and the Deburring and the overall processing time.
b. (15 Points) Determine the sequence that will minimize the total time needed to process the jobs in both departments. What flow time will result for the grinding department, the Deburring Departmant and the total time?