流程分析P135 pro9 (process)
（1）100*12=1200；
（2）挑选：1200/80=15H
包装：1200/60=20H；
（3）（100-80）*12=240；
（4）（80-60）*15=300；
（5）挑选流程时间：1200/80=15H
包装流程时间：1200/120=10H
排队等待挑选最大订单数：（100-80）*12=240
排队等待包装最大订单数：0
设施布局p200-201 pro3、4、6 (layout)
a.
b. C = production time per day/required output per day = (8 hour/day)(3600
seconds/hour)/240 units per day = 120 seconds per unit c.
Work station Task Task time
Idle time
I
A D 60 50 10 II
B C 80 20 20 III
E F 90 30 0 IV
G H
30 60
30
d. Efficiency =
C N T
a = )
120(4420 = .875 or 87.5%
A
B
D
C
E
F
G
30
35
65
30
H
35
15
40
25
b. C = production time per day/required output per day = (450
minutes/day)/360units per day = 1.25 minutes per unit or 75 seconds per unit c.
Work station
Task Task time
Idle time
I
A
C E
30 30 15 0 II
F 65 10 III
B
G 35 40 0 IV
D
H
35 25
15
d. Efficiency =
C N T
a = )
75(4275 = .917 or 91.7%
From/to Distances -
rectilinear Flow Cost = distance X
flow X $2
A to
B 100’10 $2,000
A to C 200’25 10,000
A to D 250’55 27,500
B to
C 100’10 2,000
B to D 150’ 5 1,500
C to
D 50’15 1,500
Total $44,500
过程能力和统计过程控制p314 1(1)(2),2(1),14 (SPC)
Defective average = .04, inspection rate = 50 per hour, cost of inspector = $9 per hour, and repair cost is $10 each.
a.
No inspection .04 * (50) * $10 $20
Inspection 9
Therefore, it is cheaper to inspect in this case.
b. Cost per unit for inspection = $9/50 = $.18
a.
{}333.1,889.min )003(.399.002.1,)003(.3002.101.1min 3,3min =⎭⎬⎫
⎩⎨⎧--=⎭⎬⎫⎩⎨⎧--=σσ
LTL X X UTL C pk
= .889
X-double-bar —A2*R-bar
2.03 – (.48*.35) = 1.852
销售与运营计划p517 pro 3,4 (aggregate planning)
Forecast Beginning
Inventory Productio
n
required
Productio
n hours
required
Productio
n hours
available
Overtime
hours
Actual
production
Ending
invento
ry
Workers
hired
Workers
laid off
February 80000 0 80000 20000 16000 80000 0 25*
March 64000 0 64000 16000 16000 64000 0 25 April 100000 0 100000 25000 16000 5000 84000 -16000
May 40000 -16000 56000 14000 16000 64000 8000
Back order Overtime Hiring Lay off Inventory Straight
time
Total
February $1,250 $200,000 $201,250 March $1,750 $160,000 $161,750 April $320,00
$75,000 $160,000 $555,000
May $80000 $160,000 $240,000 Total $1,158,00
0 *(20,000-16,000)/(8*20) = 25 workers
Forecast Beginning
Inventory Productio
n
required
Productio
n hours
required
Productio
n hours
available
Overtime
hours
Actual
production
Ending
invento
ry
Workers
hired
Workers
laid off
Spring 20000 1000 19000 38000 28000 10000 19000 0
Summer 10000 0 10000 20000 28000 10000 0 20 Fall 15000 0 15000 30000 20000 15000 0 25
Winter 18000 0 18000 36000 30000 15000 -3000
Back order Overtime Hiring Lay off Inventory Straight
time
Total
Spring $150,000 $280,000 $430,000 Summer $4,000 $200,000 $204,000 Fall $2,500 $300,000 $302,500 Winter $24,000 $300,000 $324,000 Total $1,260,50
