OPM I- Solution Sheet

Chap 2 Problems

Solutions
300 SBC
1.  37.5 SBC/W last week
8W
240 SBC
 40 SBC/W this week
6W
Higher productivity this week.

2. Week Crew Size Yards Installed Labor Productivity

1 4 960 240 yards
2 3 702 234
3 4 968 242
4 2 500 250
5 3 696 232
6 2 500 250
Possibly even-sized crews are better than odd sizes and a crew of 2 seems to work best.

3. (1) (2) (3) (4) (5) (6) (7)

Worker
Cost@ Overhead Material Total MFP
Week Output $12x40 Cost @1.5 Cost@$6 Cost (2)  (6)
1 30,000 2,880 4,320 2,700 9,900 3.03
2 33,600 3,360 5,040 2,820 11,220 2.99
3 32,200 3,360 5,040 2,760 11,160 2.89
4 35,400 3,840 5,760 2,880 12,480 2.84
Multifactor productivity dropped steadily from a high of 5.62 to about 5.00.

4. a. Before: 80  5 = 16 carts per worker per hour.

After: 84  4 = 21 carts per worker per hour.
b. Before: $10 x 5 = $50 + $40 = $90; hence 80 ÷ $90 = .89 carts/$1.
After: $10 x 4 = $40 + $50 = $90; hence 84 ÷ $90 = .93 carts/$1.
c. Labor productivity increased by 31% (5/16).
Multifactor productivity increased by 4.5% (.04/.89).

5. Without scrap the output can be 80 units per hour

72
 80 hrs.
1  .10
(80 units ) x (100%  10%)  72 units

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 The increase in productivity would be 80 – 72 = 8 hrs.
This would amount to an increase of (8 / 72) = 11.1%.
160 units
6. Current period productivity =  4 units / hr.
40 hrs.
138 units
Previous period productivity =  3.83 units / hr.
36 hrs.
Current Period Productivity  Previous Period Productivity
Productivity Growth 
Previous Period Productivity

(4 units / hr.)  (3.83 units / hr.)

Productivity Growth   .043
3.83 units / hr.
Thus, there was an increase of 4.3% in productivity.

7. (1) (2) (3) (4) (5) (6) (7) (8) (9)

Customers Labor Material Overhead Total LP MFP
Unit Employees processed Cost@$25 Cost@$5 @1 Cost (3)  (2) (3)  (7)

A 4 36 100 180 100 380 9 .095

B 5 40 125 200 125 450 8 .089
C 8 60 200 300 200 700 7.5 .086
D 3 20 75 100 75 250 6.7 .080

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Chap 4S Problems – Reliability
Solutions
1. a. P(operate) = .92 = .81

.9 .9

.9 .9
b. [.90 + .10(.90)] [.90 + .10(.90)] = .9801
c. [.90 + .99(.10)(.90)]2 = .9783

2. .96 x .96 x .99 x .99 = .9033

3. X3 = .92x = .9726

4. C = (10P) 2 per component

2 (10P) 2 = 173
100P2 = 86.5
P2 = .865
P = .93

5. a. 97 x .97 x .99 = .9315

b. .9315 + (1 – .9315) x .9315 = .9953
[i.e., P(work) + P(not work) x P(backup works)]
c. .9315 + [(1 – .9315) x .98 x .9315] = .994
[i.e., P(work) + [P(not work) x P(switch works) x P(backup works)]

6. a. .98 x .95 x .94 x .90 = .7876

b. If 1st: [.98 + (1 – .98) x .98] x .95 x .94 x .90 = .8034
If 2nd: .98 x [.95 = (1 – .95) x .95] x .94 x .90 = .8270
If 3rd: .98 x .95 x [.94 + (1 – .94) x .94] x .90 = .8349
If 4th: .98 x .95 x .94 x [.90 + (1 – .90) x .90] = .8664
[i.e., for any case, P(all other work) x P(that one fails) x P(backup works)]
c. The one with a reliability of .90 since it poses the greatest risk of failure. The system reliability
will then be .86814.

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Solutions (continued)
7. a. #1: Pline = .99 x .96 x .93 = .8839
.99 .96 .93
P(line works) + P(line fails) x P(backup works)
= .8839 + [(1 – .8839) x (.8839)] = .9865 .99 .96 .93

#2: .99 .96 .93

.99 .96 .93

P: .99 = [(1 – .99) x .99] .96 + [(1 – .96) x .96] .93 + [(1 – .93) x .93]
= .9999 = .9984 = .9951
Overall: .9999 x .9984 x .9951 = .9934

b. In #1 the system will fail if any one original and any one backup fails.
In #2 the system will fail only if a component and its backup fails.
c. Space for a line versus space for individual backups, ease of shifting to backups when needed,
possible cost differences.
8. a. RL1 = .8839 RL2 = .8839
FL1 = .1161 FL2 = .1161
If the switch is 100% reliable:
Rsystem = 1 – (.1162)2 = .98652
If the switch is 98% reliable and the switch fails:
Pfailure = (FL1)(Fswitch)(RL2)
Pfailure = (.1161)(.02)(.8839) = .0021
Therefore, with a 98% reliable switch:
Rsystem = .98652 – .0021 = .98442
The decrease in reliability is .0021
b. RA = .9999 RB = .9984 RC = .9951
If the reliability of all three switches are 100%:
Rsystem = (.9999)(.9984)(.9951) = .9934
If each of the three switches are 98% reliable:
Rcomponent = Rcomp(100) – [(Fc1)(Fswitch)(Rc2)]
where:
Rcomponent = reliability of the component with 98% reliable switch
Rcomp(100) = reliability of the component with 100% reliable switch
FC1 = probability of failure associated with the first unit of a given component
F C1 = probability of failure associated with the second (backup) unit of a given component
Fswitch = probability of failure associated with the switch
RA = .9999 – [(.01)(.02)(.99)] = .99970
RB = .9984 – [(.04)(.02)(.96)] = .99763
RB = .9951 – [(.07)(.02)(.93)] = .9938

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 Therefore the system reliability if all three switches are 98% reliable are:
Rsystem = (.9997)(.99763)(.9938) = .9911
Decrease the reliability as a result of 98% reliable switches is:
.9934 – .99114 = .0023

9. x = reliability
x5 = .98; x = .996 [trial and error]

10. [x + (1 – x)x](x4)
= x5 + (1 – x)x5
x = .995

11. Not completed in time means no team completes in time:

P(not team #1) x P(not team #2) x P(not team #3)
= (1 – .9) x (1 – .8) x (1 – .7) = .1 (.2) (.3) = .006

12. a. T T/MTBF e–T/MTBF [Table 5–2]

(1) 39 1.3 .2725
(2) 48 1.6 .2019
(3) 60 2.0 .1353

b. (1) 33 1.1 1 – .3392 = .6671

(2) 15 .5 1 – .6065 = .3935
(3) 6 .2 1 – .8187 = .1813

c. 1– (e–T/MTBF)
T
(1) 50% .7 21 mo.
(2) 85% 1.9 57
(3) 95% 3.0 90
(4) 99% 4.6 138

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13. MTBF = 30 months
a. T = 30 months
30
T / MTBF   1 .0
30
1 – e–T/MTBF = 1 – .3679 = .6321
b. 1 – e–T/MTBF = .10, so
e–T/MTBF = .90. Hence,
T/MTBF = .10, which is .10T,
which is .10(30 months) = 3 months.

14. MTBF = 5,000 hours

a. T = 6,000
6,000
T / MTBF   1.2 F (T)
5,000
e–T/MTBF = .3012
b. T = 1,000
1,000
T / MTBF   .2 .1813
5,000 .5175
.3012
–T/MTBF
1–e = 1 – .8187 = .1813 0 1,000 6,000 hours

c. P(1,000  x  6,000) = .8187

–.3012
.5175

15. MTBF = 6 years .8647

T T/MTBF e–T/MTBF F (T)

a. >9 1.5 .2231

.2231
b. <12 2.0 1 – .1353 = .8647
c. 9<T<12 .0878 .0302

d. >21 3.5 .0302 .0878

0 9 12 21
16.  = 41 mo. years
 = 4 mo.
38  41
a.  38 : z   .75. Probability = .2266 (From App. B Table B)
4
40  41
b. 40  T  45 : z   .25. Probability = .0987 (From App. B Table A)
4
45  41 .3413
z 45   1.00. Probability = (From App. B Table A)
4 .4400
41
c.   2 months is   .5 = 2(.1915) = .3830 (App. B Table A)

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 a. b. c.

.0987

.1915

.1915
.3413
.2266

38 41 40 41 45 39 41 43

17.  = 6 years
 = .5 years
56
a. (1) 5 yr : z   2.00 .0013
.5 .9772

1  .0228  .9772
–2 0 0 3
66
(2) 6 yr : z   0.00
.5
 .5000 .5000

7.5  6 0 –4 0
(3) 7.5 yr : z   3.00
.5
1  .9987  .0013
46
b. 4 yr : z   4.00
.5
Therefore, approximately zero.

18. a. 2%: Find 2% in App. A Table B:

z is –2.055.
 + z = 6 – 2.055(.5) = 4.97 yr.
b. 5%: Find 5% in App. A Table B:
z is –1.645.
 + z = 6 – 1.645(.5) = 5.18 yr.

2% 5%

–2.055 0 z–scale –1.645 0 z–scale

4.97 6 yr–scale 5.18 6 yr–scale

MTBF 50 300
19. Availability  a.  .93 b.  .98
MTBF  MTR 40  3 300  6

MTBF 50
20. Availability  a.  .962
MTBF  MTR 50  2

142
21. Availability A   .953
142  7

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 65
Availability B   .970
65  2

100
22. Current Availability   .962
100  4
a. Increase in MTBF = (.05)(100) = 5 hrs.
New MTBF = 100 + 5 = 105 hrs.
105 105
Availability    .9633
100  4 109
b. Reduction in MTR = (.1)(4 hrs.) = .4 hrs.
New MTR = 4 hrs – .4 hrs = 3.6 hrs.
100
Availability   .9653
100  3.6
Since .9653 > .9633, designer should choose to reduce MTR.

X   2  2.7
23. a. Z    2.33
 .3
P ( Z  2.33)  .5  .4901  .0099
We would expect approximately 1% of the batteries to fail before the warranty period ends.
b. Since 30 months = 2.5 years, X = 2.5.
X   2.5  2.7
Z    .667
 .3
P ( Z  .667)  .5  .2486  .2533
We would expect approximately 25% of the batteries to fail before the warranty period ends.
Therefore, for each individual battery, the company would have to charge more than 25.33%
(price of the battery + $5).
c. In addition to price of the battery, the company should consider:
1. Possible lost future sales of this type of battery as well as lost sales of other products
manufactured and sold by the company due to a high volume of replaced batteries;
2. Possible loss of good will, reputation, poor image in the market due to higher failure rate;
3. The capacity to handle the additional load of battery production and battery exchanges due to
failures;
4. The amount of additional business generated as a result of adding the premium battery. (In
other words, the company must consider the trade-off between the additional business
generated from the premium battery vs. the cannibalization of the current base and the
existing batteries.)

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Chapter 5 Problems
Actual output 7
1. a. Utilization    70%
Design capacity 10
Actual output 7
Efficiency    87.5%
Effective capacity 8
Actual output 4
b. Utilization    67%
Design capacity 6
Actual output 4
Efficiency    80%
Effective capacity 5
c. This is not necessarily true. If the design capacity is relatively high, the utilization could be low

even though the efficiency was high.

Actual output
2. Efficiency   80%
Effective capacity

Actual output = .8 (Effective capacity)

Effective capacity = .5 (Design capacity)

Actual output = (.5)(.8)(Effective capacity)

Actual output = (.4)(Design capacity)

Actual output = 8 jobs

Utilization = .4

Actual output
Utilization 
Design capacity

Actual output 8
Design Capacity    20 jobs
Effective capacity .4

3. FC = $9,200/month
VC = $ .70/unit
Rev = $ .90/unit
FC $9,200
a. Q BEP    46,000 units
Rev  VC $.90  $.70
b. Profit = Rev x Q – (FC + VC x Q)
1. P61,000 = $.90(61,000)  [$9,200 + $.70(61,000)] = $3,000
2. P87,000 = $.90(87,000)  [$9,200 + $.70(87,000)] = $8,200

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 Specified profit  FC $16,000  9,200 / month
c. Q   126,000 units.
Rev  VC $.90 / unit  $.70 / unit
Total Revenue $23,000
d. Total Revenue = Rev x Q, so Q =   25,556 units
R $.90 / unit
e. $100,000 TR = $90,000 @ Q = 100,000 units
TC = $79,200 @ Q = 100,000 units TR

Cost TC

$50,000

$9,200

0
100,000
Volume
1.
(units)

4. FC Rev VC
A: $40,000 $15/unit $10/unit
B: $30,000 $15/unit $11/unit

FC $40,000
a. Q BEP  Q BEP,A   8,000 units
Rev  VC $15 / unit  $10 / unit
$30,000
Q BEP , B   7,500 units
$15 / unit  $11 / unit
b. Profit = Q(Rev – VC) – FC
[A’s Profit] [B’s Profit]
Q($15 – $10) – $40,000 = Q($16 – $12) – $30,000
Solving, Q = 10,000 units
c. PA = 12,000($15 – $10) – $40,000 = $20,000 [A is higher]
PB = 12,000($16 – $12) – $30,000 = $18,000

5. Demand = 30,000 = Q
FC = $25,000
VC = $.37/pen
a. Rev = $1.00/pen
FC $25,000
Q BEP    39,683 units
Rev  VC $1.00  $.37
b. specified profit = $15,000
specified profit  FC $15,000  $25,000
Q   30,000
Rev  VC Rev  $.37 / unit

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 Solving for Rev: Rev = $1.71 [rounded up]

6. a. Cost for Plan A: $20 + $.45(120) + $.20(40) = $82

Cost for Plan B: $20 + $.55(120) + $.15(40) = $92
Cost for Plan C: $20 + $80 = $100
b.
Plan B

$140
Plan A
Weekly cost

$120
Plan C
$100

$80

$60

$40

$20

0 200 300
Minutes of daytime calls

c. Plan A is optimal for zero to less than 178 minutes. Plan C is optimal from 178 minutes or
more. Plan B is never optimal.
d. A: $20 + $.45D + $.20E
B: $20 + $.55D + $.15E

Setting these equal and solving, D = 1/2 E. Thus, if E = 100 minutes, then D = 50 minutes.
Hence, for 1/3 daytime minutes, the agent would be indifferent between the two plans.

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Nov 18, 2010/TAPMI / OPM I /RI 12
7. Source FC VC TC
Process A $160,000 $5 160,000 + 5Q
Process B 190,000 4 190,000 + 4Q
Vendor 7 7Q

Answer: For Q less than 63,333, the total cost is less for Vendor.
For larger quantities, Process B is better.
BEP: 7Q = 190,000 + 4Q; Q = 63,333

Cost ($000)

500 A B

400

300

200
Vendor
100

0
10 20 30 40 50 60 70 80
Q(000)

8. Source FC VC
Internal 1 $200,000 $17
Internal 2 240,000 14
Vendor A 20 up to 30,000 units
Vendor B 22 for 1 to 1,000; 18 each if larger amount
Vendor C 21 for 1 to 1,000; 19 each for additional units.

a. TC for 10,000 units TC for 20,000 units

Int. 1: 200,000 + 17(10,000) = $370,000 $200,000 + $17(20,000) = $540,000
Int. 2: 240,000 + 14(10,000) = $380,000 $240,000 + $14(20,000) = $520,000
Vend A 20(10,000) = $200,000 $20(20,000) = $400,000
Vend B 18(10,000) = $180,000 (opt.) $18(20,000) = $360,000 (opt.)
Vend C 21,000 + 19(9,000) = $192,000 $ 21,000 + $19(19,000) = $382,000

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Solutions (continued)
O
b.Range pt
i
m
al
C
h
oi
ce
1 to 999 A @ $20 each
1,000 to 59,999 B @ $18 each
60,000 or more Int. 2 @ $14 each + 240,000

9. Actual output will be 225 per day per cell;

240 Working days/year
Projected annual demand = 150,000
Annual capacity per cell = 225 units/day x 240 days/year = 54,000
150,000
Cells :  2.78, round to 3 cells
54,000

10. a. Given: 10 hrs. or 600 min. of operating time per day.

250 days x 600 min. = 150,000 min. per year operating time.

Total processing time by machine

Product A B C
1 48,000 64,000 32,000
2 48,000 48,000 36,000
3 30,000 36,000 24,000
4 60,000 60,000 30,000
Total 186,000 208,000 122,000

186,000
NA   1.24  2 machine
150,000
208,000
NB   1.38  2 machine
150,000
122,000
NC   .81  1 machine
150,000

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You would have to buy two “A” machines at a total cost of $80,000, or two “B” machines at
a total cost of $60,000, or one “C” machine at $80,000.

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 b. Total cost for machine A
186,000 min  60 = 3,100 hrs. x $10 = $31,000 + $80,000 = $111,000
208,000  60 = 3,466.67 hrs. x $11 = $38,133 + $60,000 = $98,133
122,000  60 = 2,033.33 hrs. x $12 = $24,400 + $80,000 = $104,400

11. R = $45 per customer, VC = $20 per customer

FC
FC Range Q BEP 
R  VC
One machine $2,000 1 to 100 80 = 2000 / (45 – 20)
Two machines 3,800 101 to 200 152 = 3800 / (45 – 20)
b. Since BEP for 1 machine is 82 and 82 < 90 and BEP for 2 machines is 152 > 120, we should

purchase 1 machine, because even at the upper limit (120) we have not reached the break-even

point associated with two machines.

12. R = $5.95, VC = $3. One line would have a fixed cost of $20 (6,000  300) per hour and two lines
would have a fixed cost of $35 (10,500  300) per hour.
Volume No. of lines Profit
14 1 $21.30 = 14 (5.95 – 3) – 20
15 1 24.25 = 15 (5.95 – 3) – 20
16 2 12.20 = 16 (5.95 – 3) – 35
17 2 15.15 = 17 (5.95 – 3) – 35
18 2 18.10 = 18 (5.95 – 3) – 35
Choose one line. Assumption: Little or negligible cost of manufacturing.

13. a. 11/hr.
b. Operation 3 by 1 hour. Beyond that, Operation 1 would become the limiting (bottleneck)
operation.

14. a. 15 units per hour (10 upper branch and 5 lower branch).
b. Increase #1 by 5 units and #2 by 10 units, yielding an upper branch capacity of 20/hr, and a
total capacity of 20 + 5 = 25/hr.

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CHAP 5S –Solutions – Decision Theory
1. a. Maximax: Expand [$80 is the highest payoff]
b. Maximin: Worst payoffs:
Do Nothing: 50 [best of the worst payoffs]
Expand: 20
Subcontract: 40
c. Laplace: Average Payoff
Do Nothing 55 [indifferent between do nothing
Expand 50 and subcontract]
Subcontract 55
d. Minimax Regret
Low High Worst
Do Nothing 0 20 20
Expand 30 0 30
Subcontract 10 10 10 [best of worst]
2. a. Expected profit
Do Nothing $57 = 50 (.3) + 60 (.7)
Expand 62 [Best] = 20 (.3) + 80 (.7)
Subcontract 61 = 40 (.3) + 70 (.7)
.3
b. $50
$57 .7
Do Nothing $60
$62 .3 $20
Expand
.7
$80
$61 .3
Subcontr. $40
.7
$70

c. EPC: .30(50) + .70(80) = $71

Exp. Profit: 62
EVPI: $9

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Solutions (continued)
3. Equations:
Do Nothing: 50 + 10P Low High
Payoff 80 Payoff
Expand: 20 + 60P
70
Subcontract: 40 + 30P Do Nothing 60
Optimal ranges: 50
Do nothing: 0 to < .50 40 Subcontract

Expand: > .67 to 1.00

Subcontract: > .50 to < .67 20 Expand

0 .50 .67 1.0

4. a. 1) Draw the tree diagram:

Demand Low (.4) $400,000 (1)

Maintain $50,000 (2)

Build Small
2
Demand High (.6) Expand
1 $450,000 (3)
Demand Low (.4) $-10,000 (4)
Build Large

Demand High (.6) $800,000 (5)

2) Analyze decisions from right to left (i.e., work backwards from the end of the tree towards the
root). For instance, begin with decision 2 and choose expansion because it has a higher present
value ($450,000 vs. $50,000).
3) Compute the expected value of the ends of the remaining branches (numbered 1 to 5 in the
diagram), and then determine the expected value for the two initial alternatives.
(1).4 x $400,000 = $160,000
(2)(eliminated) $430,000 (expected value if build small is chosen)
(3).6 x $450,000 = $270,000
(4).4 x –$10,000 = $–4,000
(5).6 x $800,000 = $480,000 $476,000 (expected value if build large is chosen)

4) Since the expected value of building a large plant has the higher expected value, select the
large plant alternative.

Nov 18, 2010/TAPMI / OPM I /RI 18

 b. Expected payoff under certainty: .4(400,000) + .6 (800,000) = $640,000
Expected payoff under risk: 476,000
Expected value of perfect information: $164,000

Low High
Payoff
800

Build Large

Build Large 450

400 Build Small

-10

1.0 .54 0
P (low)

11. 1/3
0
1/3 60
1
1/3
90
50
.30 40
49
.50
4 44
Alternative A 60
.20

49 1/3
(45)
1/3
2 45
1/3 99
Alternative B 40
.30
46 40
.50
5 50

.20 30
1/2
45 40
3
EV1 = (1/3)(0) + (1/3)(60) + (1/3)(90) = 50 1/2
50
EV2 = (1/3)(–45) + (1/3)(45) + (1/3)(99) = 33
EV3 = (1/2)(40) + (1/2)(50) = 45

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EV4 = (.3)(50) + (.5)(44) + (.2)(60) = 49
EV5 = (.3)(40) + (.5)(50) + (.2)(45) = 46

Since 49 > 46, choose alternative A.

12. 1) Draw the tree diagram:

Demand Low (.50) $700

Lease $100
Build Small
2
Demand High (.50) Expand
1 $500
Demand Low (.50) $40
Build Large

Demand High (.50) $2,000

Maximin:
The worst possible payoff for small would occur with expanding under high demand: $500k. The worst
possible payoff for large would be $40k for low demand. Hence, build a small warehouse.

Maximax:
The best possible payoff would occur with a large warehouse ($2,000k), so build a large warehouse.

Laplace:

Assume the probabilities of low and high demand to be .50 each. The expected payoffs would be:

Small .50($700k) + .50($500k) = $600k.

Large .50($40k) + .50($2,000k) = $1,020k.
Hence, build a large warehouse.

Minimax regret:
Small: Large:
Large = $2,000k Small = $700k
Small = $500k Large = $40k
$1,500k $660k
Hence, build a large warehouse.

Nov 18, 2010/TAPMI / OPM I /RI 20

CHAP 7 Problems

Solutions
1. OT = 10.4 minutes NT = OT x PR = 10.4 x 1.25 = 13.0 minutes
s = 1.2 minutes ST = NT x AFjob = 13.0 x 1.16 = 15.08 minutes
PR = 1.25
AFjob = 1.16

2. OT = 1.2 minutes
PR = .95
A = 10%
1
AFday  1.111
1 A
a. OT = 1.2 minutes
b. NT = OT x PR = 1.2 x .95 = 1.14 minutes
c. ST = NT x AFday = 1.14 x 1.111 = 1.27 minutes

3. Element PR OT NT AFjob ST
1 .90 .46 .414 1.15 .476
2 .85 1.505 1.280 1.15 1.472
3 1.10 .83 .913 1.15 1.050
4 1.00 1.16 1.160 1.15 1.334

4. Cycle
1 2 3 4 5 6 Sum Average

Element 1 4.1 4.0 4.2 4.1 4.1 4.1 24.6 4.1

Element 2 – 1.5 – 1.6 – 1.4 4.5 1.5
Element 3 3.2 3.2 3.3 3.2 3.3 3.3 19.5 3.25
Element 4 2.7 2.8 2.7 2.8 2.8 2.8 16.6 2.77

Nov 18, 2010/TAPMI / OPM I /RI 21

7. machine time = 3.3 minutes
operator time = 1.9 minutes [machine] [worker]
PR = 1.20 NT = 3.3(1.0) + 1.9(1.2) = 5.58 minutes
A = 12% ST = 3.3(1.0) + 1.9(1.2)(1.12) = 5.85 minutes
AFjob = 1 + A = 1.12

8. A = 24 + 10 + 14 = 48 minutes per 4 hours

48
A   .20
240
NT  6(.95)  5.70 min .
1
ST  5.70x  7.125 min .
1  .20
9. a. Element PR OT NT A ST
1 1.10 1.19 1.309 1.15 1.505
2 1.15 .83 .955 1.15 1.098
3 1.05 .56 .588 1.15 .676

b.
x  .83
2 2
s  .034  zs   2(.034) 
n       67.12, round to 67
z  2.00  ax   .01(.83) 
A  .01

2 2
 zs   2(.034) 
c. e = .01 minutes n      46.24, round to 47
 e   .01 

10. s  1.5 minutes per piece 2 2

 z(s)   2(1.5) 
e   .4 minute n     56.25, round to 57
confidence  95.5%[ z   2]  e   .4 

6
12. p  .12 n=(z/e)2[p(1 – p)] = (1.96/.05) 2[.12(.88)] = 163
50
z = 1.96

Nov 18, 2010/TAPMI / OPM I /RI 22