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    Op MGMT Assignment 3

    Uploaded by

    ali aknar
    The document provides the material requirements plan (MRP) for various components (tops, bases, supports, seats) of golf carts given changes to production requirements. It shows the original MRP and then adjustments made to reflect a change in the start quantity and switch to lot-for-lot ordering. The adjusted MRPs account for the new requirements and ensure sufficient components are available by scheduling lot sized orders to be received and released as needed.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Op MGMT Assignment 3

    Uploaded by

    ali aknar
    11 views5 pages
    The document provides the material requirements plan (MRP) for various components (tops, bases, supports, seats) of golf carts given changes to production requirements. It shows the original MRP and then adjustments made to reflect a change in the start quantity and switch to lot-for-lot ordering. The adjusted MRPs account for the new requirements and ensure sufficient components are available by scheduling lot sized orders to be received and released as needed.

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    Op Mgmt Assignment 3

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    The document provides the material requirements plan (MRP) for various components (tops, bases, supports, seats) of golf carts given changes to production requirements. It shows the original MRP and then adjustments made to reflect a change in the start quantity and switch to lot-for-lot ordering. The adjusted MRPs account for the new requirements and ensure sufficient components are available by scheduling lot sized orders to be received and released as needed.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    11 views5 pages

    Op MGMT Assignment 3

    Uploaded by

    ali aknar
    The document provides the material requirements plan (MRP) for various components (tops, bases, supports, seats) of golf carts given changes to production requirements. It shows the original MRP and then adjustments made to reflect a change in the start quantity and switch to lot-for-lot ordering. The adjusted MRPs account for the new requirements and ensure sufficient components are available by scheduling lot sized orders to be received and released as needed.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 5

    Answer to Question 1:

    Given:
    • Arrival rate (λ) = 40 customers per hour
    • Service rate (μ) = 1 customer per 6.75 minutes = 60/6.75 = 8.89 customers per hour per
    server
    • Number of servers (c) = 5
    a)
    The average number of customers at the counter (L) can be calculated using the formula:
    L = λW
    where W is the average time, a customer spends in the system. W can be calculated as:
    W = 1 / (μ - λ/c)
    Substituting the given values, we find that on average, there were approximately 11.351
    customers at the counter (including those being served).
    b)
    The average time a customer had to wait to be served (W) is approximately 0.176 hours, which is
    equivalent to about 10.56 minutes.
    c)
    If a customer had to wait, the average wait time (Wq) can be calculated as:
    Wq = W - 1/μ
    Substituting the given values, the average wait time is approximately 3.3 minutes.
    d)
    The probability that a customer will have to wait for service (Pw) is approximately 0.529, or
    52.9%.
    e)
    The total hourly cost for 5 employees is calculated as the sum of the cost of waiting customers
    and the cost of employees:
    Total hourly cost = Lq * cost per waiting customer per hour + c * cost per employee per hour
    Substituting the given values, the total hourly cost for 5 employees is $160.13. By calculating the
    total hourly cost for 6 and 7 employees, it was found that the cost is minimum for 6 employees
    ($142.60).
    f)
    With 6 employees, the performance measures are as follows:
    • Average number of customers at the counter: 7.025
    • Average time a customer had to wait to be served: 10.56 minutes.
    • Average wait time if a customer had to wait: 3.3 minutes.
    • Probability a customer will have to wait for service: 0.529, or 52.9%
    This shows that adding an additional employee significantly reduces the waiting time and the
    probability of a customer having to wait, thereby improving the café's service efficiency.

    Answer to Question 2:

    a)
    b)
    Material Requirements Plan for Supports:

    Beg. Week Week Week Week Week Week Week Week Week
    Inv. 1 2 3 4 5 6 7 8 9

    Gross Requirements - 0 0 0 0 400 0 400 400 0

    Scheduled Receipts - 0 0 0 0 0 0 0 0 0

    Projected on hand 200 200 200 200 200 0 0 0 0 0

    Net Requirements - 0 0 0 0 200 0 400 400 0

    Planned order receipts


    (LT = 1) - 0 0 0 0 200 0 400 400 0

    Planned order releases


    (Q = 100 /week) - 0 0 0 200 0 400 400 0 0

    Material Requirements Plan for Seats:

    Beg. Week Week Week Week Week Week Week Week Week
    Inv. 1 2 3 4 5 6 7 8 9

    Gross Requirements - 0 0 0 0 200 0 200 200 0

    Scheduled Receipts - 0 0 0 0 0 0 0 0 0

    Projected on hand 120 120 120 120 120 0 0 0 0 0

    Net Requirements - 0 0 0 0 80 0 200 200 0

    Planned order receipts


    (LT = 1) - 0 0 0 0 100 0 200 200 0

    Planned order releases


    (Q = 50 /week) - 0 0 0 100 0 200 200 0 0
    Answer to Question 3

    a)
    Given the revised plan of 200 golf carts at the start of week 8, we need to adjust the Material
    Requirements Plan (MRP) for Tops and Bases.
    Material Requirements Plan for Tops:

    Beg. Week Week Week Week Week Week Week Week


    Inv. 1 2 3 4 5 6 7 8

    Gross Requirements - 0 0 0 0 0 0 0 200

    Scheduled Receipts - 0 0 0 0 0 0 0 0

    Projected on hand 40 40 40 40 40 40 40 40 0

    Net Requirements - 0 0 0 0 0 0 0 160

    Planned order receipts (LT =


    1) - 0 0 0 0 0 0 0 160

    Planned order releases


    (L4L) - 0 0 0 0 0 0 160 0

    Material Requirements Plan for Bases:

    Beg. Week Week Week Week Week Week Week Week


    Inv. 1 2 3 4 5 6 7 8

    Gross Requirements - 0 0 0 0 0 0 0 200

    Scheduled Receipts - 0 0 0 0 0 0 0 0

    Projected on hand 20 20 20 20 20 20 20 20 0

    Net Requirements - 0 0 0 0 0 0 0 180

    Planned order receipts (LT =


    1) - 0 0 0 0 0 0 0 180

    Planned order releases


    (L4L) - 0 0 0 0 0 0 180 0
    b)
    Given the change in the manufacturing process, we now need to adjust the MRP for Supports and
    Seats to reflect lot-for-lot ordering.
    Material Requirements Plan for Supports:

    Beg. Week Week Week Week Week Week Week Week


    Inv. 1 2 3 4 5 6 7 8

    Gross Requirements - 0 0 0 0 0 0 0 800

    Scheduled Receipts - 0 0 0 0 0 0 0 0

    Projected on hand 200 200 200 200 200 200 200 200 0

    Net Requirements - 0 0 0 0 0 0 0 600

    Planned order receipts


    (L4L) - 0 0 0 0 0 0 0 600

    Planned order releases


    (L4L) - 0 0 0 0 0 0 600 0

    Material Requirements Plan for Seats:

    Beg. Week Week Week Week Week Week Week Week


    Inv. 1 2 3 4 5 6 7 8

    Gross Requirements - 0 0 0 0 0 0 0 400

    Scheduled Receipts - 0 0 0 0 0 0 0 0

    Projected on hand 120 120 120 120 120 120 120 120 0

    Net Requirements - 0 0 0 0 0 0 0 280

    Planned order receipts


    (L4L) - 0 0 0 0 0 0 0 280

    Planned order releases


    (L4L) - 0 0 0 0 0 0 280 0

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