Solution To Assigned Problems and More 2
Solution To Assigned Problems and More 2
Solution To Assigned Problems and More 2
PROBLEMS HEIZER
12 EDITION
Chapter 1: Problem 1.1
Chuck Sox makes wooden boxes in which to ship motorcycles. Chuck and his three
employees invest a total of 40 hours per day making the 120 boxes.
a) What is their productivity?
b) Chuck and his employees have discussed redesigning the process to improve
efficiency. If they can increase the rate to 125 per day, what will be their new
productivity?
c) What will be their unit increase in productivity per hour?
d) What will be their percentage change in productivity?
Chapter 1: Problem 1.2
Carbondale Casting produces cast bronze valves on a 10-person assembly
line. On a recent day, 160 valves were produced during an 8-hour shift.
a) Calculate the labor productivity of the line.
b) John Goodale, the manager at Carbondale, changed the layout and was
able to increase production to 180 units per 8-hour shift. What is the new
labor productivity per labor–hour?
c) What id the percentage of productivity increase?
Chapter 1: Problem 1.6
George Kryparisis makes bearing balls in his Miami plant. With recent
increases in his costs, he has a newfound interest in efficiency. George is
interested in determining the productivity of his organization. He would like
to know if his organization is maintaining the manufacturing average of 3%
increase in productivity per year? He has the following data representing a
month from last year and an equivalent month this year:
LAST YEAR NOW
path activities? H E, F 8
3 4 6 6
A B D G
0 0 3 3 3 5 7 9 7 9 13 15 13 15 19 21
0
4
Finish
E
21 21 21 21
7 11 11 13
6 8
C H
4
3 3 9 9 F 13 13 21 21
9 9 13 13
Chapter 3: Problem 3.8
Roger Ginde is developing a program in supply chain management certification
for managers. Hall has listed a number of activities that must be completed
before a training program of this nature is could be conducted. The activities,
immediate predecessors, and times appear in the accompanying table:
a) Shown Above
b) Critical path is B, D, E, G
c) 26 days
d) SL is shown above also
Chapter 3: Problem 3.9
Task time estimates for the modification of an assembly line at Jim
Goodale’s Carbondale, Illinois, factory are as follows:
ACTIVITY TIME (IN IMMEDIATE a) Draw the project network using AON.
HOURS) PREDECESSOR(S) b) Identify the critical path.
c) What is the expected project length?
A 6.0 --- d) Draw a Gantt chart for the project.
B 7.2 ---
C 5.0 A
D 6.0 B, C
E 4.5 B, C
F 7.7 D
G 4.0 E, F
Chapter 3: Problem 3.9
Cont. 4.5
E
6.0 5
A C 11 15.5 24.7
4
20.2 G
0 0 6.0 6 6.0 6 11 11
0 24.7 28.7 28.7
Start 24.7
0 0 0 0
7.2
B D 6
0 7.2 11 7.7
11 11 17 17 F
3.8
17 17 24.7 24.7
a) Shown above
b) Shown in yellow (A, C, D, F, G)
c) 28.7 Hours!!
d) See Next Slide
Chapter 3: Problem 3.9
Cont.
Note the B and E have slack, thus as you see they have a tail!
Chapter 3: Problem 3.10
The activities described by the following table are given for the Howard Corporation in
Kansas:
B A 7
C A 3
D B 3
E B 9
F C 4
G E, F 6
H D 5
I G, H 3
Chapter 3: Problem 3.10
6
D
8
B 4
7 9 15 13
H
SL= 4
3 5 7 9 13 13 21 21
4
A 3 SL= 0 E SL= 4
I 0
0 0 3 3 7 11 11 13
21 21 21 21
SL= 0 SL= 0
6 6 SL= 0
C G
4
F
3 3 9 9 13 15 19 21
SL= 9 9 9 13 13 SL= 0
SL= 9
A 6 E 4
B 7 F 6
C 3 G 10
D 2 H 7
Chapter 3: Problem 3.15 Cont.
3
C
6 8 9 11 10
SL= 2
G
6
A 11 11 21 21
2
D SL= 0
0
0
0 2 6 8 Finish
Start SL= 2 6 12 8 14
SL= 6 21 21 21 21
0 0 0 0 4 SL= 0
B 7 E H 7
0 0 7 7 7 7 11 11
13 14 20 21
SL= 0
SL= 0 SL= 1
6
F
7 8 13 14
SL= 1
D 5 3 900 1,200 A
E 8 5 1,000 1,600 C
Chapter 3: Problem 3.29 Cont.
6 5
A D
0 1 6 7 6 7 11 12
0 8
Start B Finish 0
0 0 0 0 0 4 8 12
12 12 12 12
4 8
C E
Critical activities C & E 0 0 4 4 4 4 12 12
Total project duration: 12
6 5
A D
0 0 6 6 6 6 11 11
0 8
Start B Finish 0
0 0 0 0 0 3 8 11
11 11 11 11
3 8
C E
0 0 3 3 3 3 11 11
2) You have two critical paths as shown. Now crash A by one day
and E by one day for a total cost of 100+ 200= 300 and total time
of 10.
Chapter 3: Problem 3.29 Cont.
5 5
A D
0 0 5 5 5 5 10 10
0 8
Start B Finish 0
0 0 0 0 0 8 8 10
10 10 10 10
3 7
C E
0 0 3 3 3 3 10 10
0 8
Start B Finish 0
0 0 0 0 0 1 8 9
9 9 9 9
3 6
C E
0 0 3 3 3 3 9 9
5 3
A D
0 0 5 5 5 5 8 8
0 8
Start B Finish 0
0 0 0 0 0 0 8 8
8 8 8 8
3 5
C E
0 0 3 3 3 3 8 8
Chapter 3: Problem 3.29
In the case all activities are critical, the total duration
reached 8 days. And the corresponding cost for crash
is:
C, A, E, D, E, D, E
100+100+200+150+200+150+200=1100 total cost of crashing.
Chapter 3: Problem 3.30
Three activities are candidates for crashing on a project network for a large
computer installation (all are, of course, critical). Activity details are in the following
table:
ACTIVITY PRDECESSOR NORMAL NORMAL CRASH IMMEDIATE Marginal Cost
TIME COST COST PREDECESSOR(S)
7 4 11
A B C
3. Building a hospital is much more complex than an office building for several reasons.
In this case, hundreds of “users” of the new building had extensive input. Second, the
design of the new layout (circular, pod design) is somewhat radical compared to
traditional “linear” hospitals. Third, the hospital was built with future expansion in mind.
Fourth, the guiding principles impacted on design/ construction. Fifth, hospitals, by
their very nature, are more complex from a safety, health hazard, security, quiet,
serenity perspective than an office building.
4. Since there were 13 months of planning prior to the proposal/ review stage
(listed as Activity 1) and the project then took 47 months (for a total of 60 months),
22% of the time was spent in planning.
Supplement 6: Problem
S6.1
Problem 6.5
Supplement 6: Problem S6.5