ModuleB

B.6(a)Letx1numberofliverflavoredbiscuitsinapackage;x2numberofchickenflavoredbiscuitsinapackage
Minimizex12x2
Subjecttox1x240
2x14x260
x115
x1,x20
(b)*Cornerpointsare(0,40)and(15,25).Optimalsolutionis(15,25)withcostof65cents.
(c)UsingSolverinExcel,Minimumcost=65cents.
B.13Thelastconstraintisnotlinearbecauseitcontainsthesquarerootofxandtheobjectivefunctionandfirstconstraintare
notbecauseofthex1x2term.
B.14(a)UsingSolverinExcel,wefindthattheoptimalsolutionis:
x17.95
x25.95
x312.60
Profit$143.76(rounded)
(b)Thereisnounusedtimeavailableonanyofthethreemachines.
(c)Anadditionalhouroftimeonthethirdmachinewouldbeworth$0.26.
(d)Additionaltimeonthesecondmachinewouldbeworth$0.786perhourforatotalof$7.86fortheadditional10
hours.

ModuleD
D.3
M/M/1model: 20, 30

20
Ls

2customersinthesystemontheaverage
30 20
1
1
Ws

0.1hour(6minutes)thattheaveragecustomerspendsinthetotalsystem
30 20

2
202

1.33customerswaitingforserviceinlineontheaverage
( ) 30(30 20)

20
Wq

1/15hour = (4minutes) = averagewaitingtimeofacustomerinthequeueawaitingservice

( ) 30(30 20)
20
=
0.67 percentofthetimethatheisbusywaitingoncustomers
30

P0 1 1 0.33 probabilitythattherearenocustomersinthesystem

(beingwaitedonorwaitinginthequeue)atanygiventime
Lq

Probability of k or More
Customers
Waiting in Line and/or Being
Waited On

Pn k

0
1
2
3

0.667
0.444
0.296
0.198

k 1

D.7ThisisanM/M/1model.=24,=30
1
1
1
(a)Ws

hours 10 min.
30 24 6

24
24
(b)Ls

= 4cars
30 24
6

2
24 2
24 2

= 3.2cars
( ) 30(30 24) 30(6)

24
24
2
(d)Wq

=
hours 8min.
( ) 30(30 24) 30(6) 15
1
(e)P0 1 / 1 24 / 30 .20
5
24 4
(f)
.80
30 5
(g)Probability( n 2) Pn 1 Pn 2
(c)Lq

24
30

11

24

30

2 1

.640 .512 0.128

(h)Withasecondserveratthesame=30speed,Ws=.04hours
=2.38minutes
D.16=10/hour,=60/4.5=13.33/hour;M/D/1model

10
10

2(13.33)(13.33 10) 88.8

0.113hour 6.8minutes

(a)Wq =

100
100

2 2(13.33)(13.33 10) 88.8

1.13carswaiting

(b)Lq

Chapter2
Case
OUTSOURCINGOFFSHOREATDARDEN
The10minutevideothataccompaniesthiscasestudyisavailablefromPearsonPrenticeHallandwasfilmedspecificallyfor
text.
1.Therearenumerousoutsourcingopportunitiesavailabletoarestaurant,includingfoodsupplies,allothersupplies,janitorial,
dataprocessing,benefits,marketing,andbookkeeping.Dardenoutsourcestheseafoodandproducepartofitssupplychain,but
maintainstightqualitystandardsfromfarmtofork.
2.WhenagiantlikeDardenprocuressuppliesin35countries,itneedstohavealargestaffonthegroundtoarrangefor
training,qualitycontrol,contracts,expediting,language/culturalissues,andsoon.Withverytightstandards,itwillnotusea

supplieruntilallitsexpectationsforreliability/qualityaremet.Oncetrained,asupplierneednotbemanagedasclosely,freeing
Dardensupplychainpersonneltoseekoutthenextprovider.
3.In other industries, perhaps where 48hour freshness is not

acriticalissue,supplychainsmaydiffer.Challengescomefromculture,communications,distance,anddocuments.Companies
like

Walmart

have

used

alliances.

P&G

reorganized

along

product

lines

instead

of

geography

to

increase

coordination.

MercedesdecidedtobuildsomemodelsintheU.S.togetclosertocustomers.
4.Dardenoutsourcesseafoodharvestingandpreparationoffshorebecause(a)itmaynotlegallyown/controlthecatchin
foreignwaters;(b)laborintensityoffoodpreparationmeansitischeaperforthatworktobedoneoffshore;(c)bulkfood
purchasesarecapitalintensiveandnotpartofDardenscorecompetence.

Chapter3
3.7 (a)

(b,c)Therearefourpaths:
Path

Time
(hours)

ACEG
BDFG
ACDFG
BEG

19.5
24.9
28.7 (critical)
15.7

3.14(a)
Activity
A
B
C
D
E
F
G
H

3
2
1
6
2
6
1
3

6
4
2
7
4
10
2
6

8
4
3
8
6
14
4
9

Expected Variance
5.83
3.67
2.00
7.00
4.00
10.00
2.17
6.00

0.69
0.11
0.11
0.11
0.44
1.78
0.25
1.00

I
J
K

10
14
2

11
16
8

12
20
10

11.00
16.33
7.33

0.11
1.00
1.78

(b,c)
Activity
A
B
C
D
E
F
G
H
I
J
K

Time
5.83
3.67
2.00
7.00
4.00
10.00
2.17
6.00
11.00
16.33
7.33

ES
0.00
0.00
0.00
2.00
9.00
13.00
13.00
23.00
15.17
2.00
29.00

EF
5.83
3.67
2.00
9.00
13.00
23.00
15.17
29.00
26.17
18.33
36.33

LS
7.17
5.33
0.00
2.00
9.00
13.00
15.83
23.00
18.00
20.00
29.00

LF Slack Critical
13.00 7.17
No
9.00 5.33
No
2.00 0.00
Yes
9.00 0.00
Yes
13.00 0.00
Yes
23.00 0.00
Yes
18.00 2.83
No
29.00 0.00
Yes
29.00 2.83
No
36.33 18.00
No
36.33 0.00
Yes

ThecriticalpathisgivenbyactivitiesC,D,E,F,H,K.Averageprojectcompletiontimeis36.33days.

(d)Expectedcompletiontimefortheprojectis36.33days.Projectvariance Sumofvariancesofactivitiesoncritical
path0.110.110.441.781.001.78=5.22.Standarddeviation=2.28
40 36.33

P t 40 P z
P z 1.61 0.946
2.28

Chapter4
4.1(a)

374+368+381
374.33pints
3

(b)
Week of
August 31
September
September
September
September
October 5

7
14
21
28

Pints
Used
360
389
410
381
368
374

Weighted
Moving Average

381 .1 = 38.1
368 .3 = 110.4
374 .6 = 224.4
372.9
Forecast
372.9

(c)

Week of

Pints

Forecast

August 31
September
September
September
September
October 5

360
389
410
381
368
374

360
360
365.8
374.64
375.912
374.3296

7
14
21
28

Forecasting
Error
0
29
44.2
6.36
7.912
.3296

Error
.20
0
5.8
8.84
1.272
1.5824
.06592

Forecast
360
365.8
374.64
375.912
374.3296
374.2636

4.25
Number of
Accidents
(y)

Month
January
February
March
April
Totals
Averages

30
40
60
90
220
= 55

xy nx y
2

x nx
100

20
5
a y bx
55 (20)(2.5)
5

650 4(2.5)(55)
30 4(2.5)

xy

x2

1
2
3
4
10
= 2.5

30
80
180
360
650

1
4
9
16
30

650 550
30 25

Theregressionlineisy=5+20x.TheforecastforMay(x=5)isy=5+20(5)=105.

4.36(a)Given:Y=90+48.5X1+0.4X2where:
Y expectedtravelcost
X1 numberofdaysontheroad
X2 distancetraveled,inmiles
r 0.68(coefficientofcorrelation)
If:
Number of
traveledX2=300

days

on

the

road

X1

and

distance

then:
Y=90+48.55+0.4300=90+242.5+120=452.5
Therefore,theexpectedcostofthetripis$452.50.
(b)Thereimbursementrequestismuchhigherthanpredictedbythemodel.Thisrequestshouldprobablybequestioned
bytheaccountant.
(c)Anumberofothervariablesshouldbeincluded,suchas:
1.Thetypeoftravel(airorcar)
2.Conferencefees,ifany
3.Costsofentertainingcustomers
4.Othertransportationcostscab,limousine,specialtolls,orparking

Inaddition,thecorrelationcoefficientof0.68isnotexceptionallyhigh.Itindicatesthatthemodelexplainsapproximately46%
oftheoverallvariationintripcost.Thiscorrelationcoefficientwouldsuggestthatthemodelisnotaparticularlygoodone.

Chapter5
5.11
5.13
(a)
(b)Conclusion:Mostofthedefectsaretheresultofmisplacedtransistors.
156.9 153.2 153.6 155.5 156.6
(a)X
155.16mm
5
4.2 4.6 4.1 5.0 4.5
(b)R
4.48mm
5
S5.7

(c) X chart:
X 155.16mmfromthesampledata
UCL x X A2 R 155.16 (0.308 4.48) 156.54mm
LCL x X A2 R 155.16 (0.308 4.48) 153.78mm.

(d)Rchart:

R 4.48mm
UCL R D4 R 1.777(4.48) 7.96mm
LCL R D3 R .223(4.48) 1.00mm

(e)Ifthedesirednominallineis155mm,then:
UCL X 155 (.308 4.48) 155 1.38 156.38
LCL X 155 (.308 4.48) 155 1.38 153.62

S5.30
C PK = MIN
0.1667

OF

[(16.5 -16)/(3)(1), (16 -15.5)/(3)(1)] = MIN

OF

(0.5/3, 0.5/3) =

ADDITIONAL CASE STUDY*

GREENRIVERCHEMICALCO.
X chartas
This is a
thedatawillgeneratethe
UCL

very

straightforward

case.

Running

software

to

analyze

:61.13
LCL x
(Centerline)Nominal:49.78
:38.42
andtherangechartas
UCLR:41.62
(Centerline)Nominal:19.68
LCLR:0.00
Next,studentsneedtotakethemeansandrangesforthefiveadditionalsamples:
Dat
e
April 6
7
8
9
10

Mean

Range

52
57
47
51.4
51.6

18
25
16
22
21

Themeanandtherangesareallwellwithinthecontrollimitsforthisweek.Thereis,however,anoticeablechangeintheoriginal
dataattime13,wheretherangesuddenlydropped.Itthengoesbackupattime17.Thedataweregeneratedbystudentsinclass,
andchangesintheprocessweremadeattheaforementionedtimes.Thecontrolchartidentifiesthatthesechangestookplace.
*

ThiscasestudyisfoundatourWebsiteswww.pearsonhighered.com/heizerandwww.myomlab.com.

Chapter6
6.9

(a) Valuestoaidinplottingthegraphbelow:
Units

Stans Costs

Salt Lake Supply

Costs

0
10,000

15,000
18,200 +
15,000

0
40,000

(b) At6,881gears,eitherchoicewouldhavethesamecost(indifferencepoint)
4x=15,000+1.82x
4x1.82x=15,000
2.18x=15,000
x=6,881=theexactquantityatthecrossoverpoint
6.11Expectedroomsrented:50365=18,250.Current:Fixedcost=$61,000
Variablecost=$12.50
Outsourcing:Fixedcost=$25,000
Variablecost=$18.50
61,000+(12.50)x=$25,000+(18.50)x
36,000=6x
6,000=x=crossoverpointinroom
Movements=(4 8) + (9 7) + (7 4)nights
+ (6 3) + (8 2) + (10 6)

SinceTimexpectstorent18,250rooms,heshouldnotoutsourcethecleanup.
=32 + 63 + 28 + 18 + 16 + 60 = 217(in100s)
=21,700

Chapter7

Cost=21,700 $1=$21,700
7.1

7.9BandCshouldbeadjacent,becausetheyhavethemosttrips.TrafficisnextheaviestbetweenAandD,sotheyshouldbe
adjacent.Continuinginthisfashion,FshouldbeadjacenttoDandAshouldbenexttoF,butthelattertwohavealreadybeenplaced.
Finally,EshouldbeplacednexttoF.Thus,weareleftwith:
(a)Heuristicsolutions:
B C A D F E 47,900.
or
A D F E B C 44,440.
(Note:Thesearenottheoptimalsolution.)
(b)Betterlayout:

A D F C B E 43,880.
9.2 (a)PlanAmovements (20 6) + (12 18) + (8 2)
(6 4) (10 2) (4 18)
= 120 + 216 + 16 + 24 + 20 + 72
= 468(in100s)= 46,800
Cost=46,800 $0.50 = $23, 400
(b)PlanBmovements= (20 6) + (8 18) + (12 2)
(10 4) (6 2) (4 18)
=120 + 144 + 24 + 40 + 12 + 72
= 412(in100s) =41, 200
Cost=41, 200 $0.50 = $20,600
(c)PlanCmovements = (20 6) + (10 18) + (6 2)
+ (8 4) + (12 2) + (4 18)
= 120 + 180 + 12 + 32 + 24 + 72
= 440(in100s)
= 44,000

Chapter9

Cost =44,000 $0.50=$22,000

2 DS
=
H

EOQ =

2(6,000)(30)
= 189.74units
10

9.12(a)

250 (b)Averageinventory=94.87
7.91
31.62 (c)Optimalnumberoforders/year=31.62
(d)Optimaldaysbetweenorders=
(e)Costofinventorymanagement,excludingcostofgoods=(31.6230)+(94.8710)=$1,897.30
(f)Totalannualinventorycost=$601,897.30(includingthe$600,000costofgoods)
Note:Roundingoccursinanswers.
9.18(a)ProductionOrderQuantity,noninstantaneousdelivery:
2 10,000 40

50
0.60 1
H 1
500
p

1217.2, or1,217units

2 DS

where
D

annual

demand,
Hholdingcost,ddailydemandrate,pdailyproductionrate

Inventory max Q 1

(b)

d
1,095
p

setup

cost,

TC

Inventory max
D
H S
2
Q

D 10,000

8.22
Q
1,217

328.50 328.80 $657.30

(c)
(d)