Test Bank for Principles of Operations Management 9th Edition by Jay Heizer, Barry Render – Ebook PDF Instant Download/Delivery: 0132968363, 9780132968362
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ISBN 10: 0132968363
ISBN 13: 9780132968362
Author: Jay Heizer, Barry Render
You are product planner for product A (in Problem and Figure The field service manager, Al Trostel, has just called and told you that the requirements for B and F should each be increased by 10 units for his repair requirements in the field. a) Prepare a list showing the quantity of each part required to produce the requirements for the service manager and the production request of 10 Bs and Fs. b) Prepare a net requirement plan by date for the new requirements (for both production and field service), assuming that the field service manager wants his 10 units of B and F in week 6 and the 10 production units of A in week 8. Figure Information for Problems 14.14, 14.15, and 14.16
James Lawson’s Bed and Breakfast, in a small historic Mississippi town, must decide how to subdivide (remodel) the large old home that will become its inn. There are three alternatives: Option A would modernize all baths and combine rooms, leaving the inn with four suites, each suitable for two to four adults. Option B would modernize only the second floor; the results would be six suites, four for two to four adults, two for two adults only. Option C (the status quo option) leaves all walls intact. In this case, there are eight rooms available, but only two are suitable for four adults, and four rooms will not have private baths. Below are the details of profit and demand patterns that will accompany each option: ALTERNATIVES HIGH P AVERAGEP A (modernize all) $90,000 .5 $25,000 .5 B (modernize 2nd) $80,000 .4 $70,000 .6 C (status quo) $60,000 .3 $55,000 .7 Which option has the highest expected monetary value?
From the Eagles to the Magic: Converting the Amway Center The massive 875,000-square-foot Amway Center in Orlando, Florida, is a state-of-the-art sports entertainment center. While it is the home of the Orlando Magic basketball team, it is a flexible venue designed to accommodate a vast array of entertainment. The facility is used for everything from a concert by the Eagles or Britney Spears, to ice hockey, to arena football, to conventions, as well as 41 regular season home games played by its major tenant, the National Basketball Association’s Orlando Magic. The building is a LEED-certified (Leadership in Energy and Environmental Design), sustainable, environmentally friendly design, with unmatched technology. Dispersed throughout the building are over 1,000 digital monitors, the latest in broadcasting technology, and the tallest high-definition video board in an NBA venue. To fully utilize this nearly $500 million complex, conversions from one event to the next must be done rapidly—often in a matter of hours. Letting the facility sit idle because of delays in conversion is not an option. Well-executed conversions help maximize facility revenue and at the same time minimize expenses. Fast and efficient conversions are critical. Like any other process, a conversion can be analyzed and separated into its component activities, each requiring its own human and capital resources. The operations manager must determine when to do the conversion, how to train and schedule the crew, which tools and capital equipment are necessary, and the specific steps necessary to break down the current event and set up for the next. In addition to trying to maintain a stable crew and to maintain control during the frenzied pace of a conversion, managers divide the workforce into cross-trained crews, with each crew operating in its own uniquely colored shirt. At the Amway Center, Charlie Leone makes it happen. Charlie is the operations manager, and as such, he knows that any conversion is loaded with complications and risks. Concerts add a special risk because each concert has its own idiosyncrasies—and the breakdown for the Eagles concert will be unique. Charlie and his crews must anticipate and eliminate any potential problems. Charlie’s immediate issue is making a schedule for converting the Eagles’ concert venue to an NBA basketball venue. The activities and the time for various tasks have been determined and are shown in Table. Table Concert-to-Basketball Conversion Tasks Available crew size = 16, including two fork truck drivers TIME ALLOWED TASKS CREW AND TIME REQUIRED 3 to 4 hr 11:20 PM Performance crew begins teardown of concert stage&equipment Concert’s Responsibility 45 min 11:20 PM Clear Floor Crew Get chair carts from storage 10 for 15 min Clear all chairs on floor, loading carts starting at south end, working north 16 for 30 min Move chair carts to north storage and stack as they become full (includes 1 fork truck operator) 15 min 11:50 PM (Or as soon as area under rigging is cleared) 6 for 15 min Set up retractable basketball seating on north end Take down railing above concert stage Place railings on cart and move to storage 2.5 hr 12:05 AM Basketball Floor Crew 8 Position 15 basketball floor carts on floor Mark out arena floor for proper placement of basketball floor Position basketball floor by section Assemble/join flooring/lay carpets over concrete Position basketball nets in place Set up scorer tables Install risers for all courtside seating Install 8-ft tables on east side of court 2.5 hr Seating Unit Crew Starts same time as basketball Floor Crew 8 Set up retractable basketball seating on north end (includes 2 fork truck operators) Set up retractable basketball seating on south end (Can only be done after concert stage and equipment is out of way) Install stairs to Superstar Seating 2 hr Board Crew Starts after seating unit crew finishes 4 Install dasher board on south end Move stairs to storage 2 hr Chair Crew Starts after seating unit crew finishes 12 Get chair carts from storage Position chair carts on floor Position chairs behind goals, courtside, and scorer tables Clean, sweep, and place carts in order 45 min End-of-Shift Activities Starts after chair crew finishes 12 Perform check list items Ensure that steps and stairways and railings are in place and tight Check all seats are in upright position and locked in place Report any damaged seats or armrests in need of repair Verify exact number of chairs behind goals, courtside, and scorer tables 15 min Check out Starts after end-of-shift activities 16 Check for next conversion date and time and inform crew. Starts after end of shift activates Report any injuries Punch out all employees before leaving 8:00 AM Floor ready for Magic practice Does Charlie have any extra personnel or a shortage of personnel? If so how many?
Principles of Operations Management 9th Table of contents:
Chapter1 : Introduction
Chapter 2: Content
Chapter 3: Conclusion
Chapter 4: Appendices
Chapter 5: Glossary
Chapter 6: References
Chapter 7: Index
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Jay Heizer,Barry Render,Operations Management