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lOMoARcPSD|1514108

### Operations and Logistics Management (Rijksuniversiteit Groningen)

lOMoARcPSD|1514108

## Solution to Example Intermediary Exam

1D

SCM is integrating the flow of materials, information and customers between the organization and its suppliers and customers.

2A

Operations Strategy is about making a prioritization between the five key performance measures (Cost, Quality, Speed, Dependability and Flexibility). Answers B and D are not getting into these KPIs and are therefore wrong. Clearly, for INPHONE Flexibility is more important than Cost.

3C

Arrival rate is 10 jobs per hour, capacity is 12 jobs per hour, i.e., utilization is 10/12.

4D

Clearly throughput is a capacity which should not be confused with the throughput time. Throughput is determined by the bottleneck. Here the bottleneck is Coating which can handle 6 jobs per hour.

5B

See Slide 32 of Lecture 2

6B

See Slide 38 of Lecture 3

7A

Balking: upon arrival customer examines queue and decides to leave right away Reneging: Customer enters queue and at certain point reaches the conclusion that (s)he leaves the system.

8C

See Slide 43 of Lecture 3

9D

Arrival rate is 12 customers per hour. Throughput time is 5+15+10 = 30 minutes = 0.5 hour. According to Little’s equation it holds that the WIP is equal to 12 x 0.5 = 6.

10D

Arrival rate = 60/7 = 8.57 Activity A capacity = 3 x (60/26) = 6.92 Activity B capacity = 60/8 = 7.5 Activity C capacity = 2 x (60/18) = 6.67.

1

11C

lOMoARcPSD|1514108

Design capacity = 120 hours/week x 1200 tablets/hour = 144,000 tablets/week Planned breaks etc are 12 hours per week, i.e., Effective capacity = (120 – 12) x 1200 = 129,600 Actual output = 116,640 Utilization = Actual output / design capacity = 116,640/144,000 = 81% Efficiency = Actual output / Effective capacity = 116,640/129,600 = 90%.

12C

Arrival rate is 12 jobs per hour At Activity 1, 9 jobs can be done in 15 + (9 x 5) = 60 minutes, i.e., 9 jobs per hour At Activity 2, at 2a the capacity is 4 jobs/hour and at 2b it is 6 jobs per hour, i.e., in total 10 jobs per hour The bottleneck is Activity 1 and the throughput is 9 jobs per hour.

Again, throughput is a capacity which should not be confused with the throughput time.

13B

M/M/1

λ = 60/17; μ = 60/14

W

1.09

q

###  

(

)

14D

M/M/1

λ = 60/17 μ = 11 per 3 hours = 11/3 per hour utilization = λ/μ = 0.96

15A

λ=1/2 = 0.5 units/minute and μ=3 units/minute M/M/1 model

W

q

(   )

= 0.067 minutes

16A

λ= 60/6 = 10 customers/hour μ = 60/4 = 15 customers/hour M/D/1 model

L

q

2

   

2 (

)

=0.667 customers

17B

2

lOMoARcPSD|1514108

λ= 3 customers/hour; μ = 4 customers/hour

 M/D/1 model W  S 2        2 ( 18C M/M/1 λ = 60/17 μ = 60/14 n>1    k 1 P n  k       = 0.68  

)

19B

Let X be the batch size, then Wilma can handle X bookings in 15 + 10X minutes, i.e.,

[60X/(15+6X)] bookings per hour. The arrival rate is 5 bookings per hour.

The inequality [60X/(15+6X)] >= 5 is equivalent to X >= 7.5. Since it does not make sense to

make half bookings, the batch size should be at least 8.

20C

At (A) the capacities are 4 items/hour; 4 items/hour and 2 items/hour, so that the

throughput is 2 item/hour;

At (B) the capacities are 2 items/min and 2 x 2 = 4 items/hour, so that the throughput is 2

items/hour;

At (C ) the capacities are 4 items/hour and 2 x (60/45) = 2.67 items/hour, so that the

throughput is 2.67 items per hour.

21A

The question is to calculate the probability that there are 4 or more customers in the queue.

The standard formula gives the probability that there are more than k (so excluding k itself)

units in the system.

If we must have 4 or more customers in the queue, there must also be one customer, who is

being served at that moment. So the number in the system must be 5 or more. Having 5 or

more customers in the system is equivalent to having strictly more than 4 customers in the

system. Thus,

λ=5 customers/hour and μ=60/7=8.57 customers/hour

P

n k

  

  

 

k 1

= (5/8.57) 4+1 = 0.0675

22C (see slide 48, lecture 3)

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