7 ANSWER THE QUESTION BELOW BASED UPON THIS INFORMATION (NOTE: THIS INFORMATION DOES NOT CHANGE FOR ALL PROBLEMS REGARDINGTUCKER INC)Tucker Inc. produces high quality suits and sports coats for men. Each suit requires 1.3 hours of cutting time, 0.8 hours of sewing time and uses up 5 yards of material.Each suit provides a profit contribution of $195. Each sports coat uses 0.7 hours of cutting time, 0.8 hours of sewing time and uses 6 yards of material. The profit fromeach sports coat is $160. For the coming week 175 hours of cutting time, 190 hours of sewing tirne and 1300 yards of material are available. Additional cutting andsewing time can be obtained by scheduling overtime for these operations. Each hour of cutting overtime costs $16 and each hour of sewing overtime costs $12. Amaximum of 150 overtime hours are available ke, cutting overtime + sewing overtime must not exceed 150 hours). Marketing requirements specify a minimum of 120suits and 80 sports coats need to be produced.How many hours of TOTAL overtime is used in the optimal solubion? 6e. you must enter the total of cutting overtime and sewing overtime)

Decision variable: Suppose-X be the no. of Suits to produceY be the no. of Sports Coats to…

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Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter11: Simulation Models

Section11.4: Marketing Models

Problem 30P: Seas Beginning sells clothing by mail order. An important question is when to strike a customer from...

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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?
Seas Beginning sells clothing by mail order. An important question is when to strike a customer from the companys mailing list. At present, the company strikes a customer from its mailing list if a customer fails to order from six consecutive catalogs. The company wants to know whether striking a customer from its list after a customer fails to order from four consecutive catalogs results in a higher profit per customer. The following data are available: If a customer placed an order the last time she received a catalog, then there is a 20% chance she will order from the next catalog. If a customer last placed an order one catalog ago, there is a 16% chance she will order from the next catalog she receives. If a customer last placed an order two catalogs ago, there is a 12% chance she will order from the next catalog she receives. If a customer last placed an order three catalogs ago, there is an 8% chance she will order from the next catalog she receives. If a customer last placed an order four catalogs ago, there is a 4% chance she will order from the next catalog she receives. If a customer last placed an order five catalogs ago, there is a 2% chance she will order from the next catalog she receives. It costs 2 to send a catalog, and the average profit per order is 30. Assume a customer has just placed an order. To maximize expected profit per customer, would Seas Beginning make more money canceling such a customer after six nonorders or four nonorders?
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.)
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. Modify the Pigskin model so that there are eight months in the planning horizon. You can make up reasonable values for any extra required data. Dont forget to modify range names. Then modify the model again so that there are only four months in the planning horizon. Do either of these modifications change the optima] production quantity in month 1?
I need a detailed assistance to solve this problem in: Operations Analysis. #4) A greengrocer has exactly 1,000 square feet available to display and sells 3 kinds of vegetables. The space consumed by each kind of vegetable is proportional to its cost, and tomatoes consume 0.5 square feet per pound. There is a $100 setup cost for replenishing any of the vegetables, and the interest rate is 25% per annum. The 3 vegetables for sale have the following data: Tomatoes: annual demand is 850 pounds and the cost per pound is $0.29. Lettuce: annual demand is 1280 pounds and the cost per pound is $0.45. Zucchini: annual demand is 630 pounds and the cost per pound is $0.25. a) - What is the optimal quantity for purchasing each vegetable (include all formulas)?
I need a detailed explanation and assistance to solve this problem: Wineco produces wine cooler as a blend of wine, grape juice and apple juice ingredients, which it sells for $4 per gallon. The costs of ingredients are given in the following table: Cooler Ingredient Price per Gallon ($) wines 1.20 grape juice 1.40 Apple juice 0.60 Wineco owns a blending plant with a production capacity of 200 gallons per day. Because the plant is fully automated, all other production costs are negligible by comparison to the cost of ingredients, and can be ignored. Government regulations mandate that wine cooler products must satisfy the following guidelines: At least 10% of the blend produced must be grape juice. The ratio of apple juice to grape juice in the blend produced must be 2.5:1 The blend produced must contain between 20% and 25% wine. Wineco wishes to use LP in order to determine the quantities of ingredients to buy for a day’s production of wine cooler, so…
A carpenter produces chairs, tables, and windows. The following information is provided: Cost of production per unit of chairs, tables, and windows is 2, 4, and 6 respectively, and can be sold at 7, 10, and 12, respectively. Weekly demand on chairs, tables, and windows is expected to not exceed 400, 200, and 100, respectively. Production of the three products requires wood, metal sheets and paint. The following table shows the unit requirement of each of the three materials needed and the availability of each. Chairs Tables Windows Weekly availability Wood 2 3 7 1000 Metal Sheets 1 - 1 400 Paint 3 5 10 2000 Production of tables may not exceed twice the units produced of chairs. Total production budget is expected to be 10,000 Pounds every week. Formulate the linear programming model to determine the number of units to produce of the three products such that the net profit is maximized.
Family Furniture manufactures two products: Chairs and Sofas. The following data are available: Chairs Sofas Sales price $540 $730 Variable costs $360 $375 The company can manufacture 3 chairs per machine hour or 2 sofa(s) per machine hour. The company's production capacity is 900 machine hours per month. To maximize profits, what product and how many units should the company produce in a month?
Triple X Company manufactures and sells refrigerators. It makes some of the parts for the refrigerators and purchases others. The engineering department believes it might be possible to cut costs by manufacturing one of the parts currently being purchased for $8.25 each. The fi rm uses 100,000 of these parts each year. The accounting department compiles the following list of costs based on engineering estimates:Fixed costs will increase by $50,000. Labor costs will increase by $125,000.Factory overhead, currently running $500,000 per year, may be expected to increase 12 percent.Raw materials used to make the part will cost $600,000.Given the preceding estimates, should Triple X make the part or continue to buy it?
Box Electric makes electronic components and has estimated the following for a new design of one of its products. Fixed cost = $24,975 Material cost per unit = $0.17 Labor cost per unit = $0.12 Revenue per unit = $0.66 Note that fixed cost is incurred regardless of the amount produced. Per-unit material and labor cost together make up the variable cost per unit. Assuming that Box Electric sells all that it produces, profit is calculated by subtracting the fixed cost and total variable cost from total revenue. Construct an appropriate spreadsheet model to find the profit based on a given production level and use the spreadsheet model to answer these questions. (a) Construct a one-way data table with production volume as the column input and profit as the output. Breakeven occurs when profit goes from a negative to a positive value; that is, breakeven is when total revenue = the total cost, yielding a profit of zero. Vary production volume from 0 to 100,000 in increments of 10,000.…
Brady Corporation produces cabinets. Each week, itrequires 90,000 cu ft of processed lumber. The companymay obtain lumber in two ways. First, it may purchaselumber from an outside supplier and then dry it in thesupplier’s kiln. Second, it may chop down logs on its ownland, cut them into lumber at its sawmill, and finally dry thelumber in its own kiln. Brady can purchase grade 1 or grade2 lumber. Grade 1 lumber costs $3 per cu ft and when driedyields 0.7 cu ft of useful lumber. Grade 2 lumber costs $7per cubic foot and when dried yields 0.9 cu ft of usefullumber. It costs the company $3 to chop down a log. Afterbeing cut and dried, a log yields 0.8 cu ft of lumber. Bradyincurs costs of $4 per cu ft of lumber dried. It costs $2.50per cu ft of logs sent through the sawmill. Each week, thesawmill can process up to 35,000 cu ft of lumber. Eachweek, up to 40,000 cu ft of grade 1 lumber and up to 60,000cu ft of grade 2 lumber can be purchased. Each week, 40hours of time are available for…

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