A company produces three products A,B, and C. The products are processed through three machines as follows Product Annual demand Standard Time on m/c 1 Standard Time on m/c 2 Standard Time on m/c 3 A 600 5 -- 8 B 350 8 2 -- C 1000 1 12 10 If there are 250 working days per year and the company plans to work one seven hours shift per day, then compute the number of machines required

A company produces three products A,B, and C. The products are processed through three machines as follows Product Annual demand Standard Time on m/c 1 Standard Time on m/c 2 Standard Time on m/c 3 A 600 5 -- 8 B 350 8 2 -- C 1000 1 12 10 If there are 250 working days per year and the company plans to work one seven hours shift per day, then compute the number of machines required

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter4: Linear Programming Models

Section: Chapter Questions

Problem 73P

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Lemingtons is trying to determine how many Jean Hudson dresses to order for the spring season. Demand for the dresses is assumed to follow a normal distribution with mean 400 and standard deviation 100. The contract between Jean Hudson and Lemingtons works as follows. At the beginning of the season, Lemingtons reserves x units of capacity. Lemingtons must take delivery for at least 0.8x dresses and can, if desired, take delivery on up to x dresses. Each dress sells for 160 and Hudson charges 50 per dress. If Lemingtons does not take delivery on all x dresses, it owes Hudson a 5 penalty for each unit of reserved capacity that is unused. For example, if Lemingtons orders 450 dresses and demand is for 400 dresses, Lemingtons will receive 400 dresses and owe Jean 400(50) + 50(5). How many units of capacity should Lemingtons reserve to maximize its expected profit?
The Pigskin Company produces footballs. Pigskin must decide how many footballs to produce each month. The company has decided to use a six-month planning horizon. The forecasted monthly demands for the next six months are 10,000, 15,000, 30,000, 35,000, 25,000, and 10,000. Pigskin wants to meet these demands on time, knowing that it currently has 5000 footballs in inventory and that it can use a given months production to help meet the demand for that month. (For simplicity, we assume that production occurs during the month, and demand occurs at the end of the month.) During each month there is enough production capacity to produce up to 30,000 footballs, and there is enough storage capacity to store up to 10,000 footballs at the end of the month, after demand has occurred. The forecasted production costs per football for the next six months are 12.50, 12.55, 12.70, 12.80, 12.85, and 12.95, respectively. The holding cost incurred per football held in inventory at the end of any month is 5% of the production cost for that month. (This cost includes the cost of storage and also the cost of money tied up in inventory.) The selling price for footballs is not considered relevant to the production decision because Pigskin will satisfy all customer demand exactly when it occursat whatever the selling price is. Therefore. Pigskin wants to determine the production schedule that minimizes the total production and holding costs. Can you guess the results of a sensitivity analysis on the initial inventory in the Pigskin model? See if your guess is correct by using SolverTable and allowing the initial inventory to vary from 0 to 10,000 in increments of 1000. Keep track of the values in the decision variable cells and the objective cell.
The Pigskin Company produces footballs. Pigskin must decide how many footballs to produce each month. The company has decided to use a six-month planning horizon. The forecasted monthly demands for the next six months are 10,000, 15,000, 30,000, 35,000, 25,000, and 10,000. Pigskin wants to meet these demands on time, knowing that it currently has 5000 footballs in inventory and that it can use a given months production to help meet the demand for that month. (For simplicity, we assume that production occurs during the month, and demand occurs at the end of the month.) During each month there is enough production capacity to produce up to 30,000 footballs, and there is enough storage capacity to store up to 10,000 footballs at the end of the month, after demand has occurred. The forecasted production costs per football for the next six months are 12.50, 12.55, 12.70, 12.80, 12.85, and 12.95, respectively. The holding cost incurred per football held in inventory at the end of any month is 5% of the production cost for that month. (This cost includes the cost of storage and also the cost of money tied up in inventory.) The selling price for footballs is not considered relevant to the production decision because Pigskin will satisfy all customer demand exactly when it occursat whatever the selling price is. Therefore. Pigskin wants to determine the production schedule that minimizes the total production and holding costs. As indicated by the algebraic formulation of the Pigskin model, there is no real need to calculate inventory on hand after production and constrain it to be greater than or equal to demand. An alternative is to calculate ending inventory directly and constrain it to be nonnegative. Modify the current spreadsheet model to do this. (Delete rows 16 and 17, and calculate ending inventory appropriately. Then add an explicit non-negativity constraint on ending inventory.)
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A company manufactures two types of trucks. Eachtruck must go through the painting shop and the assembly shop. If the painting shop were com-pletely devoted to painting type 1 trucks, 650 per day could be painted, whereas if the painting shopwere completely devoted to painting type 2 trucks,550 per day could be painted. If the assembly shopwere completely devoted to assembling truck 1engines, 1400 per day could be assembled, whereasif the assembly shop were completely devoted toassembling truck 2 engines, 1000 per day could beassembled. It is possible, however, to paint bothtypes of trucks in the painting shop. Similarly, it ispossible to assemble both types in the assemblyshop. Each type 1 truck contributes $2500 to profit; each type 2 truck contributes $3000. Use Solver to maximize the company’s profit. (Hint: One ap-proach, but not the only approach, is to try a graphi-cal procedure first and then deduce the constraints from the graph.)
A call center employs 1,425 agents. Every month 57 employees leave the company and 57 new employees are hired. a. How long on average does an agent work for this call center (in months) Suppose the cost of hiring and training a new agent is $1,140. The manager of this call center believes that increasing agents’ salaries would keep them working longer at the company. The manager wants to increase the average time that an agent works for the call center to 36 months, or three years. b-1. Given the current average working time for agents at this call center, determine the current annual cost for hiring and training. b-2. Assuming the average time that an agent works for the call center is increased to 36 months, determine the new annual cost for hiring and training. b-3. If the time an agent works for the call center is increased to 36 months on average, how much could the company save on hiring and training costs over a year?
A linear programming computer package is needed. Edwards Manufacturing Company purchases two component parts from three different suppliers. The suppliers have limited capacity, and no one supplier can meet all the company's needs. In addition, the suppliers charge different prices for the components. Component price data (in price per unit) are as follows. Component Supplier 1 2 3 1 $11 $12 $13 2 $9 $10 $9 Each supplier has a limited capacity in terms of the total number of components it can supply. However, as long as Edwards provides sufficient advance orders, each supplier can devote its capacity to component 1, component 2, or any combination of the two components, if the total number of units ordered is within its capacity. Supplier capacities are as follows. Supplier 1 2 3 Capacity 700 1,100 900 (a) If the Edwards production plan for the next period includes 1,100 units of component 1 and 900 units of component 2, what purchases do you recommend? That is,…
A company must meet (on time) the following demands:quarter 1—30 units; quarter 2—20 units; quarter 3—40units. Each quarter, up to 27 units can be produced withregular-time labor, at a cost of $40 per unit. During eachquarter, an unlimited number of units can be produced withovertime labor, at a cost of $60 per unit. Of all unitsproduced, 20% are unsuitable and cannot be used to meetdemand. Also, at the end of each quarter, 10% of all unitson hand spoil and cannot be used to meet any futuredemands. After each quarter’s demand is satisfied andspoilage is accounted for, a cost of $15 per unit is assessedagainst the quarter’s ending inventory. Formulate an LP thatcan be used to minimize the total cost of meeting the nextthree quarters’ demands. Assume that 20 usable units areavailable at the beginning of quarter 1.
A linear programming computer package is needed. Edwards Manufacturing Company purchases two component parts from three different suppliers. The suppliers have limited capacity, and no one supplier can meet all the company's needs. In addition, the suppliers charge different prices for the components. Component price data (in price per unit) are as follows. Component Supplier 1 2 3 1 $13 $14 $15 2 $11 $12 $11 Each supplier has a limited capacity in terms of the total number of components it can supply. However, as long as Edwards provides sufficient advance orders, each supplier can devote its capacity to component 1, component 2, or any combination of the two components, if the total number of units ordered is within its capacity. Supplier capacities are as follows. Supplier 1 2 3 Capacity 500 900 700 If the Edwards production plan for the next period includes 900 units of component 1 and 700 units of component 2, what purchases do you recommend? That is, how many…
Sidneyville manufactures household and commercial furnishings. The Office Division produces two desks, rolltop and regular. Sidneyville constructs the desks in its plant outside Medford, Oregon, from a selection of woods. The woods are cut to a uniform thickness of 1 inch. For this reason, one measures the wood in units of square feet. One rolltop desk requires 10 square feet of pine, 4 square feet of cedar, and 15 square feet of maple. One regular desk requires 20 square feet of pine, 16 square feet of cedar, and 10 square feet of maple. The desks yield respectively $115 and $90 profit per sale. At the current time the firm has available 200 square feet of pine, 128 square feet of cedar, and 220 square feet of maple. The firm has backlogged orders for both desks and would like to produce the number of rolltop and regular desks that would maximize profit. How many of each should it produce?