Practical Management Science
6th Edition
ISBN: 9781337406659
Author: WINSTON, Wayne L.
Publisher: Cengage,
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 8, Problem 1C
Summary Introduction
The case deals about assigning MBA students to teams. The qualities that each team should follow were given. The number of incoming students each fall semester would be 260 and they would be divided into cohorts which would has 65 students each.
To create: The team with the desired properties using evolutionary solver.
Expert Solution & Answer
Trending nowThis is a popular solution!
Students have asked these similar questions
There are two companies manufacturing drones. Company A manufactures mass market drones, while company B manufactures customised drones according to customers’ requirements. In 2020, company A produces 3,200 drones, 3% of which were found to be defective and cannot pass the quality check. Company A employs 5 workers working an average of 8 hours a day in the drone production, and they worked 200 working days in 2020.In contrast, company B produces 900 drones, 10% of which were found to be defective and cannot pass the quality check. Company B employs 3 workers working an average of 6 hours a day in the drone production, and they worked 170 days in 2020.
(a) If the drone manufacturing is seen as a process, what is considered as the output of the production processes of companies A and B and why?
(b) Measure the single-factor manpower productivity for the two companies.
(c) Is it reasonable to compare the manpower productivity of the two companies and reach a conclusion that one company…
Sapphire Farm is a business that trains and boards horses and educates young riders about horse care, nutrition, and riding. The farm provides both a learning and a fun environment for young equestrians and their families. It also hosts horse shows for beginning riders to help them build confidence in the show ring and to prepare them for local horse shows by running shows in accordance with the rules and regulations of the National Hunter Jumper Association. Feedback from the horseshow judges are provided to all riders so they can do better at their next meet. In addition, all warm-up and training areas are fenced and monitored by adults for the children's safety.
If the farm unintentionally hired someone to teach riding who was unable to deal effectively with small children, then a _____ would occur.
A.
service divergence
B.
quality underperformance
C.
performance breakdown
D.
product variation
E.
customer aberration
Ensemble Theatre of Cincinnati
D. Lynn Meyers has been Producing Artistic Director of the nationally renowned Ensemble Theatre of Cincinnati (ETC) since 1995. The nonprofit ETC, recently celebrating its 25th anniversary, is dedicated to the production and development of new plays and of works new to the region.
Lynn values the opinions of each member of her small staff when hiring. She usually interviews four or five people for a staff position and conducts two interviews. After the preliminary interview determines that an applicant is suitable, she says, “We invite the person back to meet the staff they would have contact with on a daily basis.” She has passed on qualified candidates who did not interact well with their prospective coworkers or who did not convince her that they had a strong desire for the job.
Lynn researches job applicants online and on social media sites. “Frankly, if we find unprofessional behavior, we take that into consideration,” she says. “We always check…
Chapter 8 Solutions
Practical Management Science
Ch. 8.3 - Prob. 1PCh. 8.3 - Prob. 2PCh. 8.4 - Prob. 3PCh. 8.4 - Prob. 4PCh. 8.4 - Prob. 5PCh. 8.5 - Prob. 6PCh. 8.5 - Prob. 7PCh. 8.5 - In the lawn mower production problem in Example...Ch. 8.6 - Prob. 9PCh. 8.6 - Prob. 10P
Ch. 8.6 - Prob. 11PCh. 8.6 - Prob. 12PCh. 8.7 - Prob. 13PCh. 8.7 - Prob. 14PCh. 8.8 - Prob. 15PCh. 8.8 - Prob. 16PCh. 8.8 - Prob. 17PCh. 8.8 - Prob. 18PCh. 8.8 - Prob. 19PCh. 8 - Prob. 20PCh. 8 - Prob. 21PCh. 8 - Prob. 22PCh. 8 - Prob. 23PCh. 8 - Prob. 24PCh. 8 - Prob. 25PCh. 8 - Prob. 26PCh. 8 - Prob. 27PCh. 8 - Prob. 28PCh. 8 - Prob. 29PCh. 8 - Prob. 30PCh. 8 - Prob. 31PCh. 8 - Prob. 32PCh. 8 - Prob. 33PCh. 8 - Prob. 34PCh. 8 - Prob. 35PCh. 8 - Prob. 36PCh. 8 - Prob. 37PCh. 8 - Prob. 38PCh. 8 - Prob. 39PCh. 8 - Prob. 1CCh. 8 - Prob. 2C
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- 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?arrow_forwardThe eTech Company is a fairly recent entry in the electronic device area. The company competes with Apple. Samsung, and other well-known companies in the manufacturing and sales of personal handheld devices. Although eTech recognizes that it is a niche player and will likely remain so in the foreseeable future, it is trying to increase its current small market share in this huge competitive market. Jim Simons, VP of Production, and Catherine Dolans, VP of Marketing, have been discussing the possible addition of a new product to the companys current (rather limited) product line. The tentative name for this new product is ePlayerX. Jim and Catherine agree that the ePlayerX, which will feature a sleeker design and more memory, is necessary to compete successfully with the big boys, but they are also worried that the ePlayerX could cannibalize sales of their existing productsand that it could even detract from their bottom line. They must eventually decide how much to spend to develop and manufacture the ePlayerX and how aggressively to market it. Depending on these decisions, they must forecast demand for the ePlayerX, as well as sales for their existing products. They also realize that Apple. Samsung, and the other big players are not standing still. These competitors could introduce their own new products, which could have very negative effects on demand for the ePlayerX. The expected timeline for the ePlayerX is that development will take no more than a year to complete and that the product will be introduced in the market a year from now. Jim and Catherine are aware that there are lots of decisions to make and lots of uncertainties involved, but they need to start somewhere. To this end. Jim and Catherine have decided to base their decisions on a planning horizon of four years, including the development year. They realize that the personal handheld device market is very fluid, with updates to existing products occurring almost continuously. However, they believe they can include such considerations into their cost, revenue, and demand estimates, and that a four-year planning horizon makes sense. In addition, they have identified the following problem parameters. (In this first pass, all distinctions are binary: low-end or high-end, small-effect or large-effect, and so on.) In the absence of cannibalization, the sales of existing eTech products are expected to produce year I net revenues of 10 million, and the forecast of the annual increase in net revenues is 2%. The ePIayerX will be developed as either a low-end or a high-end product, with corresponding fixed development costs (1.5 million or 2.5 million), variable manufacturing costs ( 100 or 200). and selling prices (150 or 300). The fixed development cost is incurred now, at the beginning of year I, and the variable cost and selling price are assumed to remain constant throughout the planning horizon. The new product will be marketed either mildly aggressively or very aggressively, with corresponding costs. The costs of a mildly aggressive marketing campaign are 1.5 million in year 1 and 0.5 million annually in years 2 to 4. For a very aggressive campaign, these costs increase to 3.5 million and 1.5 million, respectively. (These marketing costs are not part of the variable cost mentioned in the previous bullet; they are separate.) Depending on whether the ePlayerX is a low-end or high-end produce the level of the ePlayerXs cannibalization rate of existing eTech products will be either low (10%) or high (20%). Each cannibalization rate affects only sales of existing products in years 2 to 4, not year I sales. For example, if the cannibalization rate is 10%, then sales of existing products in each of years 2 to 4 will be 10% below their projected values without cannibalization. A base case forecast of demand for the ePlayerX is that in its first year on the market, year 2, demand will be for 100,000 units, and then demand will increase by 5% annually in years 3 and 4. This base forecast is based on a low-end version of the ePlayerX and mildly aggressive marketing. It will be adjusted for a high-end will product, aggressive marketing, and competitor behavior. The adjustments with no competing product appear in Table 2.3. The adjustments with a competing product appear in Table 2.4. Each adjustment is to demand for the ePlayerX in each of years 2 to 4. For example, if the adjustment is 10%, then demand in each of years 2 to 4 will be 10% lower than it would have been in the base case. Demand and units sold are the samethat is, eTech will produce exactly what its customers demand so that no inventory or backorders will occur. Table 2.3 Demand Adjustments When No Competing Product Is Introduced Table 2.4 Demand Adjustments When a Competing Product Is Introduced Because Jim and Catherine are approaching the day when they will be sharing their plans with other company executives, they have asked you to prepare an Excel spreadsheet model that will answer the many what-if questions they expect to be asked. Specifically, they have asked you to do the following: You should enter all of the given data in an inputs section with clear labeling and appropriate number formatting. If you believe that any explanations are required, you can enter them in text boxes or cell comments. In this section and in the rest of the model, all monetary values (other than the variable cost and the selling price) should be expressed in millions of dollars, and all demands for the ePlayerX should be expressed in thousands of units. You should have a scenario section that contains a 0/1 variable for each of the binary options discussed here. For example, one of these should be 0 if the low-end product is chosen and it should be 1 if the high-end product is chosen. You should have a parameters section that contains the values of the various parameters listed in the case, depending on the values of the 0/1 variables in the previous bullet For example, the fixed development cost will be 1.5 million or 2.5 million depending on whether the 0/1 variable in the previous bullet is 0 or 1, and this can be calculated with a simple IF formula. You can decide how to implement the IF logic for the various parameters. You should have a cash flows section that calculates the annual cash flows for the four-year period. These cash flows include the net revenues from existing products, the marketing costs for ePlayerX, and the net revenues for sales of ePlayerX (To calculate these latter values, it will help to have a row for annual units sold of ePlayerX.) The cash flows should also include depreciation on the fixed development cost, calculated on a straight-line four-year basis (that is. 25% of the cost in each of the four years). Then, these annual revenues/costs should be summed for each year to get net cash flow before taxes, taxes should be calculated using a 32% tax rate, and taxes should be subtracted and depreciation should be added back in to get net cash flows after taxes. (The point is that depreciation is first subtracted, because it is not taxed, but then it is added back in after taxes have been calculated.) You should calculate the company's NPV for the four-year horizon using a discount rate of 10%. You can assume that the fixed development cost is incurred now. so that it is not discounted, and that all other costs and revenues are incurred at the ends of the respective years. You should accompany all of this with a line chart with three series: annual net revenues from existing products; annual marketing costs for ePlayerX; and annual net revenues from sales of ePlayerX. Once all of this is completed. Jim and Catherine will have a powerful tool for presentation purposes. By adjusting the 0/1 scenario variables, their audience will be able to see immediately, both numerically and graphically, the financial consequences of various scenarios.arrow_forwardEnsemble Theatre of Cincinnati D. Lynn Meyers has been Producing Artistic Director of the nationally renowned Ensemble Theatre of Cincinnati (ETC) since 1995. The nonprofit ETC, recently celebrating its 25th anniversary, is dedicated to the production and development of new plays and of works new to the region. Lynn values the opinions of each member of her small staff when hiring. She usually interviews four or five people for a staff position and conducts two interviews. After the preliminary interview determines that an applicant is suitable, she says, “We invite the person back to meet the staff they would have contact with on a daily basis.” She has passed on qualified candidates who did not interact well with their prospective coworkers or who did not convince her that they had a strong desire for the job. Lynn researches job applicants online and on social media sites. “Frankly, if we find unprofessional behavior, we take that into consideration,” she says. “We always check…arrow_forward
- Ensemble Theatre of Cincinnati D. Lynn Meyers has been Producing Artistic Director of the nationally renowned Ensemble Theatre of Cincinnati (ETC) since 1995. The nonprofit ETC, recently celebrating its 25th anniversary, is dedicated to the production and development of new plays and of works new to the region. Lynn values the opinions of each member of her small staff when hiring. She usually interviews four or five people for a staff position and conducts two interviews. After the preliminary interview determines that an applicant is suitable, she says, “We invite the person back to meet the staff they would have contact with on a daily basis.” She has passed on qualified candidates who did not interact well with their prospective coworkers or who did not convince her that they had a strong desire for the job. Lynn researches job applicants online and on social media sites. “Frankly, if we find unprofessional behavior, we take that into consideration,” she says. “We always check…arrow_forwardEnsemble Theatre of Cincinnati D. Lynn Meyers has been Producing Artistic Director of the nationally renowned Ensemble Theatre of Cincinnati (ETC) since 1995. The nonprofit ETC, recently celebrating its 25th anniversary, is dedicated to the production and development of new plays and of works new to the region. Lynn values the opinions of each member of her small staff when hiring. She usually interviews four or five people for a staff position and conducts two interviews. After the preliminary interview determines that an applicant is suitable, she says, “We invite the person back to meet the staff they would have contact with on a daily basis.” She has passed on qualified candidates who did not interact well with their prospective coworkers or who did not convince her that they had a strong desire for the job. Lynn researches job applicants online and on social media sites. “Frankly, if we find unprofessional behavior, we take that into consideration,” she says. “We always check…arrow_forwardA company makes four products that have the following characteristics: Product A sells for $75 but needs $40 of materials to produce; Product B sells for $90 but needs $65 of materials to produce; Product C sells for $110 but needs $80 of materials to produce; Product D sells for $135 but needs $105 of materials to produce. The processing requirements for each product on each of the four machines are shown in the table. Work centers W, X, Y, and Z are available for 5 days per week, 1 shift per day (8 hrs.) and have no setup time when switching between products. Market demand is 50 As, 60 Bs, 70 Cs, and 80 Ds per week. In the questions that follow, the traditional method refers to maximizing the contribution margin per unit for each product, and the bottleneck method refers to maximizing the contribution margin per minute at the bottleneck for each product. Each worker is paid $15 per hour and is paid for an entire week, regardless of how much the worker is used. Answer the following…arrow_forward
- A company makes four products that have the following characteristics:Product A sells for $75 but needs $40 of materials to produce; Product B sells for $90 but needs $65 ofmaterials to produce; Product C sells for $110 but needs $80 of materials to produce; Product D sells for$135 but needs $105 of materials to produce. The processing requirements for each product on each ofthe four machines are shown in the table. Work centers W, X, Y, and Z are available for 5 days per week, 1 shift per day (8 hrs.) and have no setuptime when switching between products. Market demand is 50 As, 60 Bs, 70 Cs, and 80 Ds per week. In thequestions that follow, the traditional method refers to maximizing the contribution margin per unit foreach product, and the bottleneck method refers to maximizing the contribution margin per minute at thebottleneck for each product. Each worker is paid $15 per hour and is paid for an entire week, regardlessof how much the worker is used. Using the bottleneck method,…arrow_forwardA company makes four products that have the following characteristics:Product A sells for $75 but needs $40 of materials to produce; Product B sells for $90 but needs $65 ofmaterials to produce; Product C sells for $110 but needs $80 of materials to produce; Product D sells for$135 but needs $105 of materials to produce. The processing requirements for each product on each ofthe four machines are shown in the table. Work centers W, X, Y, and Z are available for 5 days per week, 1 shift per day (8 hrs.) and have no setuptime when switching between products. Market demand is 50 As, 60 Bs, 70 Cs, and 80 Ds per week. In thequestions that follow, the traditional method refers to maximizing the contribution margin per unit foreach product, and the bottleneck method refers to maximizing the contribution margin per minute at thebottleneck for each product. Each worker is paid $15 per hour and is paid for an entire week, regardlessof how much the worker is used. Question: 1. Which Process…arrow_forwardA company makes four products that have the following characteristics:Product A sells for $75 but needs $40 of materials to produce; Product B sells for $90 but needs $65 ofmaterials to produce; Product C sells for $110 but needs $80 of materials to produce; Product D sells for$135 but needs $105 of materials to produce. The processing requirements for each product on each ofthe four machines are shown in the table. Work centers W, X, Y, and Z are available for 5 days per week, 1 shift per day (8 hrs.) and have no setuptime when switching between products. Market demand is 50 As, 60 Bs, 70 Cs, and 80 Ds per week. In thequestions that follow, the traditional method refers to maximizing the contribution margin per unit foreach product, and the bottleneck method refers to maximizing the contribution margin per minute at thebottleneck for each product. Each worker is paid $15 per hour and is paid for an entire week, regardlessof how much the worker is used. Using the traditional…arrow_forward
- A company makes four products that have the following characteristics:Product A sells for $75 but needs $40 of materials to produce; Product B sells for $90 but needs $65 ofmaterials to produce; Product C sells for $110 but needs $80 of materials to produce; Product D sells for$135 but needs $105 of materials to produce. The processing requirements for each product on each ofthe four machines are shown in the table. Work centers W, X, Y, and Z are available for 5 days per week, 1 shift per day (8 hrs.) and have no setuptime when switching between products. Market demand is 50 As, 60 Bs, 70 Cs, and 80 Ds per week. In thequestions that follow, the traditional method refers to maximizing the contribution margin per unit foreach product, and the bottleneck method refers to maximizing the contribution margin per minute at thebottleneck for each product. Each worker is paid $15 per hour and is paid for an entire week, regardlessof how much the worker is used. Using the bottleneck method,…arrow_forwardA company makes four products that have the following characteristics:Product A sells for $75 but needs $40 of materials to produce; Product B sells for $90 but needs $65 ofmaterials to produce; Product C sells for $110 but needs $80 of materials to produce; Product D sells for$135 but needs $105 of materials to produce. The processing requirements for each product on each ofthe four machines are shown in the table. Work centers W, X, Y, and Z are available for 5 days per week, 1 shift per day (8 hrs.) and have no setuptime when switching between products. Market demand is 50 As, 60 Bs, 70 Cs, and 80 Ds per week. In thequestions that follow, the traditional method refers to maximizing the contribution margin per unit foreach product, and the bottleneck method refers to maximizing the contribution margin per minute at thebottleneck for each product. Each worker is paid $15 per hour and is paid for an entire week, regardlessof how much the worker is used. Using the bottleneck method,…arrow_forwardRaghubhaiarrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,