Production and Operations Analysis, Seventh Edition
Production and Operations Analysis, Seventh Edition
7th Edition
ISBN: 9781478623069
Author: Steven Nahmias, Tava Lennon Olsen
Publisher: Waveland Press, Inc.
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Chapter 3, Problem 36AP

a

Summary Introduction

To determine:

Minimum Constant workforce plan, hiring, firing and holding cost.

Introduction:

Linear program is a mathematical technique in which some variable maximized or minimized and some are kept constraint.

b

Summary Introduction

To determine:

Impact on cost if 1 month is required for training a new employee.

Introduction:

Linear program is a mathematical technique in which some variable maximized or minimized and some are kept constraint.

c

Summary Introduction

To determine:

Impact on cost if maximum number of emplyee can be hired is 10.

Introduction:

Linear program is a mathematical technique in which some variable maximized or minimized and some are kept constraint.

d

Summary Introduction

To determine:

Linear program for production level.

Introduction:

Linear program is a mathematical technique in which some variable maximized or minimized and some are kept constraint.

e

Summary Introduction

To determine:

Cost of the linear program

Introduction:

Linear program is a mathematical technique in which some variable maximized or minimized and some are kept constraint.

f

Summary Introduction

To determine:

Optimal plan subject to constraint.

Introduction

Optimal plan is a plan in which efficiency and effectiveness of all variables are maximized. It is a plan in which worker’s output is maximum while keeping cost and time minimized.

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The Yeasty Brewing Company Produces a popular local beer known as Iron Stomach. Beer sales are somewhat seasonal, and Yeasty is planning its production and workforce levels on March 31 for the next six months. The demand forecasts are as follows: month production days demand(in hundred of cases) April 14 75 May 20 100 June 24 200 July 26 140 August 20 100 September 18 50 As of March 31, Yeasty had 70 workers on the payroll. Over a period of 20 working days when there are 100 workers on the pay roll, Yeasty produced 10,000 cases of beer. The cost to hire each worker is $200 and the cost of laying off each worker is $400. Holding costs amount to 1 dollar per case per month. As of March 31, Yeasty expects to have 3,000 cases of beer in stock. It plans to start October with 3,500 cases on hand. a) Formulate the problem of planning Yeasty’s production levels as a linear program. b) Use Excel solver to solve the problem and give the solution (decision variables and…
The Yeasty Brewing Company Produces a popular local beer known as Iron Stomach. Beer sales are somewhat seasonal, and Yeasty is planning its production and workforce levels on March 31 for the next six months. The demand forecasts are as follows: Month April May June July August September Production Days 14 20 24 26 20 18 Forecasted Demand (in hundreds of cases) 75 100 200 140 100 50 As of March 31, Yeasty had 70 workers on the payroll. Over a period of 20 working days when there are 100 workers on the pay roll, Yeasty produced 10,000 cases of beer. The cost to hire each worker is $200 and the cost of laying off each worker is $400. Holding costs amount to 1 dollar per case per month. As of March 31, Yeasty expects to have 3,000 cases of beer in stock. It plans to start October with 3,500 cases on hand. a) Formulate the problem of planning Yeasty's production levels as a linear program. b) Use Excel solver to solve the problem and give the solution (decision variables and objective…
Hickory Manufacturing Company forecasts the following demand for a product (in thousands of units) over the next five years. Year Forecast Demand 1 60 2 79 3 81 4 5 84 84 Currently the manufacturer has seven machines that operate on a two-shift (eight hours each) basis. Twenty days per year are available for scheduled maintenance of equipment with no process output. Assume there are 250 workdays in a year. Each manufactured good takes 25 minutes to produce. a. What is the effective capacity of the factory? b. Given the five-year forecast, how much extra capacity is needed each year? c. Does the firm need to buy more machines? If so, how many? When?
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