SOLUTION TO

PROBLEMS HEIZER
12 EDITION
Chapter 1: Problem 1.1
 Chuck Sox makes wooden boxes in which to ship motorcycles. Chuck and his three
employees invest a total of 40 hours per day making the 120 boxes.
a) What is their productivity?
b) Chuck and his employees have discussed redesigning the process to improve
efficiency. If they can increase the rate to 125 per day, what will be their new
productivity?
c) What will be their unit increase in productivity per hour?
d) What will be their percentage change in productivity?
Chapter 1: Problem 1.2
 Carbondale Casting produces cast bronze valves on a 10-person assembly
line. On a recent day, 160 valves were produced during an 8-hour shift.
a) Calculate the labor productivity of the line.
b) John Goodale, the manager at Carbondale, changed the layout and was
able to increase production to 180 units per 8-hour shift. What is the new
labor productivity per labor–hour?
c) What id the percentage of productivity increase?
Chapter 1: Problem 1.6
 George Kryparisis makes bearing balls in his Miami plant. With recent
increases in his costs, he has a newfound interest in efficiency. George is
interested in determining the productivity of his organization. He would like
to know if his organization is maintaining the manufacturing average of 3%
increase in productivity per year? He has the following data representing a
month from last year and an equivalent month this year:
LAST YEAR NOW

Units produced 1,000 1,000

Labor (hours) 300 275
Resin (pounds) 50 45
Capital invested ($) 10,000 11,000
Energy (BTU) 3,000 2,850
Chapter 1: Problem 1.9
• Lillian Fok is president of Lakefront Manufacturing, a producer of
bicycle tires. Fok make 1,000 tires per day with the following resources:

Labor: 400 hours per day @

$12.50 per hour a) What is the labor productivity per labor-
hour for these tires at Lakefront
Raw 20,000 pounds per Manufacturing?
material: day @ $1 per pound b) What is the multifactor productivity for
these tires at Lakefront Manufacturing?
Energy: $5,000 per day c) What is the percent change in multifactor
productivity if Fok can reduce the energy
Capital $10,000 per day bill by $1,000 per day without cutting
costs: production or changing any other inputs?
Chapter 1: Problem 1.12
 Charles Lackey operates a bakery in
Idaho Falls, Idaho. Because of its
excellent product and excellent location,
demand has increased by 25% in the
last year. On far too many occasions,
customers have not been able to
purchase the bread of their choice.
Because of the size of the store, no new
ovens can be added. At a staff meeting,
one employee suggested ways to load
the ovens differently so that more loaves
of bread can be loaded by hand,
requiring additional manpower. This is
the only thing to be changed. If the
bakery makes 1,500 loaves per month
with labor productivity of 2.344 loaves
per labor-hour, how many workers will
Lackey need to add? (Hint: Each worker
works 160 hours per month.)
Chapter 3: Problem 3.5
ACTIVITY IMMEDIATE TIME
 Draw the activity-in-node (AON) PREDECESSOR(S) (DAYS)
project network associated with A ---- 3

the following activities for Carl B A 4

C A 6
Betterton’s construction project.
D B 6
How long should it take Carl E B 4
and his team to complete this F C 4
project? What are the critical G D 6

path activities? H E, F 8

3 4 6 6
A B D G
0 0 3 3 3 5 7 9 7 9 13 15 13 15 19 21
0
4
Finish
E
21 21 21 21
7 11 11 13
6 8
C H
4
3 3 9 9 F 13 13 21 21

9 9 13 13
Chapter 3: Problem 3.8
 Roger Ginde is developing a program in supply chain management certification
for managers. Hall has listed a number of activities that must be completed
before a training program of this nature is could be conducted. The activities,
immediate predecessors, and times appear in the accompanying table:

ACTIVITY IMMEDIATE TIME (DAYS)

PREDECESSOR(S)
A --- 2
B --- 5
C --- 1
D B 10
E A, D 3
F C 6
G E, F 8
Chapter 3: Problem 3.8
Cont.
2 3
A E
0 13 2 15 15 15 18 18
SL= 13 SL= 0
0 5 10
Start B D 8
G
0 0 0 0 0 0 5 5 5 5 15 15
SL= 0 SL= 0 18 18 26 26
SL= 0
6
C 1 F
0 11 1 12 1 12 7 18
SL= 11 SL= 11

a) Shown Above
b) Critical path is B, D, E, G
c) 26 days
d) SL is shown above also
Chapter 3: Problem 3.9
 Task time estimates for the modification of an assembly line at Jim
Goodale’s Carbondale, Illinois, factory are as follows:

ACTIVITY TIME (IN IMMEDIATE a) Draw the project network using AON.
HOURS) PREDECESSOR(S) b) Identify the critical path.
c) What is the expected project length?
A 6.0 --- d) Draw a Gantt chart for the project.
B 7.2 ---
C 5.0 A
D 6.0 B, C
E 4.5 B, C
F 7.7 D
G 4.0 E, F
Chapter 3: Problem 3.9
Cont. 4.5
E
6.0 5
A C 11 15.5 24.7
4
20.2 G
0 0 6.0 6 6.0 6 11 11
0 24.7 28.7 28.7
Start 24.7
0 0 0 0
7.2
B D 6

0 7.2 11 7.7
11 11 17 17 F
3.8
17 17 24.7 24.7

a) Shown above
b) Shown in yellow (A, C, D, F, G)
c) 28.7 Hours!!
d) See Next Slide
Chapter 3: Problem 3.9
Cont.

Note the B and E have slack, thus as you see they have a tail!
Chapter 3: Problem 3.10
 The activities described by the following table are given for the Howard Corporation in
Kansas:

ACTIVITY IMMEDIATE TIME

PREDECESSOR(S)
A --- 9

B A 7

C A 3

D B 3

E B 9

F C 4

G E, F 6

H D 5

I G, H 3
Chapter 3: Problem 3.10
6
D
8
B 4
7 9 15 13
H
SL= 4
3 5 7 9 13 13 21 21
4
A 3 SL= 0 E SL= 4
I 0

0 0 3 3 7 11 11 13
21 21 21 21
SL= 0 SL= 0
6 6 SL= 0
C G
4
F
3 3 9 9 13 15 19 21
SL= 9 9 9 13 13 SL= 0
SL= 9

Critical path consists of the following activities A, B, E, G,

I.
Project completion time: 34
Chapter 3: Problem 3.12
 Dave Fletcher (see Problem 3.12) was able to determine the activity times for constructing
his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for
each activity. The total project completion time and the critical path should also
determined. Here are the activity times:

ACTIVITY TIME ACTIVITY TIME

(WEEKS) (WEEKS)

A 6 E 4

B 7 F 6

C 3 G 10

D 2 H 7
Chapter 3: Problem 3.15 Cont.
3
C
6 8 9 11 10
SL= 2
G
6
A 11 11 21 21
2
D SL= 0
0
0
0 2 6 8 Finish
Start SL= 2 6 12 8 14
SL= 6 21 21 21 21
0 0 0 0 4 SL= 0
B 7 E H 7

0 0 7 7 7 7 11 11
13 14 20 21
SL= 0
SL= 0 SL= 1
6
F
7 8 13 14
SL= 1

Total duration: 21 weeks

SL are shown in the network
Chapter 3: Problem 3.29
 What is the minimum cost of crashing the following project the Roger
Solano manages at Slippery Rock University by 4 days?

ACTIVITY NORMAL CRASH NORMAL CRASH IMMEDIATE

TIME TIME COST COST PREDECESSOR(S)
(DAYS) (DAYS)
A 6 5 $900 $1000 ---

B 8 6 300 400 ---

C 4 3 500 600 ---

D 5 3 900 1,200 A

E 8 5 1,000 1,600 C
 Chapter 3: Problem 3.29 Cont.
6 5
A D
0 1 6 7 6 7 11 12

0 8
Start B Finish 0

0 0 0 0 0 4 8 12
12 12 12 12

4 8
C E
Critical activities C & E 0 0 4 4 4 4 12 12
Total project duration: 12

ACTIVITY NORMAL CRASH NORMAL CRASH

TIME TIME COST COST Maximum crash
(DAYS) (DAYS) Marginal we can do !
Cost
A 6 5 $900 $1000 100 1 day

B 8 6 300 400 50 2 days

C 4 3 500 600
100 1 day
D 5 3 900 1,200
150 2 days
E 8 5 1,000 1,600
200 3 days
Chapter 3: Problem 3.29 Cont.
1) Crash C by one day because its on the critical path and has
the lowest marginal cost.

6 5
A D
0 0 6 6 6 6 11 11

0 8
Start B Finish 0

0 0 0 0 0 3 8 11
11 11 11 11

3 8
C E
0 0 3 3 3 3 11 11

2) You have two critical paths as shown. Now crash A by one day
and E by one day for a total cost of 100+ 200= 300 and total time
of 10.
Chapter 3: Problem 3.29 Cont.

5 5
A D
0 0 5 5 5 5 10 10

0 8
Start B Finish 0

0 0 0 0 0 8 8 10
10 10 10 10

3 7
C E
0 0 3 3 3 3 10 10

3) Same two critical paths, in this network we cannot reduce A

because it reached it crash time (5). We cannot reduce C
either because it also reached its crash time (3). So we
have to reduce D & E by one unit.
Chapter 3: Problem 3.29 Cont.
5 4
A D
0 0 5 5 5 5 9 9

0 8
Start B Finish 0

0 0 0 0 0 1 8 9
9 9 9 9

3 6
C E
0 0 3 3 3 3 9 9

4) Again we reduce activities D & E by one unit.

5 3
A D
0 0 5 5 5 5 8 8

0 8
Start B Finish 0

0 0 0 0 0 0 8 8
8 8 8 8

3 5
C E
0 0 3 3 3 3 8 8
Chapter 3: Problem 3.29
In the case all activities are critical, the total duration
reached 8 days. And the corresponding cost for crash
is:

C, A, E, D, E, D, E
100+100+200+150+200+150+200=1100 total cost of crashing.
Chapter 3: Problem 3.30
 Three activities are candidates for crashing on a project network for a large
computer installation (all are, of course, critical). Activity details are in the following
table:
ACTIVITY PRDECESSOR NORMAL NORMAL CRASH IMMEDIATE Marginal Cost
TIME COST COST PREDECESSOR(S)

A --- 7 days $6,000 6 days $6,600

$600
B A 4 days 1,200 2 days 3,000
$900
C B 11 days 4,000 9 days 6,000
$1,000

a) What action would you take 1

to reduce the critical path by 7 4
1
1 day? A B C
b) Assuming no other paths
become critical, what action
a) We reduce A by one day since it has the
would you to take to reduce
cheapest marginal cost.
the critical path one
b) We cannot reduce A anymore because it
additional day? reached its crash time (6 days). Now we
c) What is the total dost of 2- have to reduce B by one day for crashing
day reduction? cost of $900.
c) The total cost of 2-days reduction is:
600+900= 1500
For A For B
Chapter 3: Problem 3.30 Cont.

7 4 11
A B C

a) We reduce A by one day since it has the cheapest

marginal cost.
b) We cannot reduce A anymore because it reached its
crash time (6 days). Now we have to reduce B by one day
for crashing cost of $900.
c) The total cost of 2-days reduction is:
600+900= 1500
For A For B
 1. Construction project network

2. The critical path is Activities 1–3–5–6–8–10–11–12–14–16–17–19–20–21.

The project length is 47 months—about fouryears from start to finish.

3. Building a hospital is much more complex than an office building for several reasons.
In this case, hundreds of “users” of the new building had extensive input. Second, the
design of the new layout (circular, pod design) is somewhat radical compared to
traditional “linear” hospitals. Third, the hospital was built with future expansion in mind.
Fourth, the guiding principles impacted on design/ construction. Fifth, hospitals, by
their very nature, are more complex from a safety, health hazard, security, quiet,
serenity perspective than an office building.

4. Since there were 13 months of planning prior to the proposal/ review stage
(listed as Activity 1) and the project then took 47 months (for a total of 60 months),
22% of the time was spent in planning.
Supplement 6: Problem
S6.1
Problem 6.5
Supplement 6: Problem S6.5

 Ross Hopkins is attempting to monitor a filling process that has an overall

average of 705 cc. The average range is 6 cc. if you use a sample size of
10, what are the upper and lower control limits for the mean and range?
Supplement 6: Problem
S6.9
 Organic Grains LLC uses statistical process control to ensure that is health-
 conscious, low-fat, multigrain sandwich loaves have the proper weight.
Based on a previously stable and in-control process, the control limits of the
- and R-charts UCL =6.56, LCL = 5.84, UCL = 1.141, LCL = 0. Over the past
few days, they have taken five random samples of four loaves each and
have found the following:
SAMPLE NET WEIGHT
LOAF #1 LOAF #2 LOAF #3 LOAF #4
1 6.3 6.0 5.9 5.9
2 6.0 6.0 5.3 5.9
3 6.3 4.8 5.6 5.2
4 6.2 6.0 6.2 5.9
5 6.5 6.0 6.5 6.9

Is the process still in control? Explain why or why not.

Supplement 6: Problem S6.9
Cont.
Supplement 6: Problem S6.18
 Five data entry operates work at the data processing department of the Birmingham
Bank. Each day for 30 days, the number of defective records in a sample of 250
records typed by these operators has been noted, as follows:

SAMPLE NO. SAMPLE NO. SAMPLE NO.

NO. DEFECTIVE NO. DEFECTIVE NO. DEFECTIVE
1 7 11 18 21 17
2 5 12 5 22 12
3 19 13 16 23 6
4 10 14 4 24 7
5 11 15 11 25 13
6 8 16 8 26 10
7 12 17 12 27 14
8 9 18 4 28 6
9 6 19 6 29 12
10 13 20 16 30 3

a) Establish 3σ upper and lower control limits.

b) Why can the lower control limit not be a negative number?
c) The industry standards for the upper and lower control limits are 0.10 and 0.01,
respectively. What does this imply about Birmingham Bank’s own standards?
Supplement 6: Problem S6.18
Cont.
Supplement 6: Problem S6.24
 Telephone inquiries of IRS “customers” are monitored daily at random. Incidents of
incorrect information are recorded. The data for last week follows:

DAY NO. OF NONCONFORMITIES

1 5
2 10
3 23
4 20
5 15

a) Construct a 3-standard deviation c-chart of nonconformities.

b) What does the control chart tell you about the IRS telephone operators?
Supplement 6: Problem S6.24
Cont.
Supplement 6: Problem S6.27
 One of New England Air’s top competitive priorities is on-time arrivals. Quality VP Clair Bond
decided to personally monitor New England Air’s performance. Each week for the past 30 weeks,
Bond checked a random sample of 100 flight arrivals for on-time performance. The table that
follows contains the number of flights that did not meet New England Air’s definition of “on time”:

SAMPLE (WEEK) LATE FLIGHTS SAMPLE (WEEK) LATE FLIGHTS

1 2 16 2
2 4 17 3
3 10 18 7
4 4 19 3
5 1 20 2
6 1 21 3
7 13 22 7
8 9 23 4
9 11 24 3
10 0 25 2
11 3 26 2
12 4 27 0
13 2 28 1
14 2 29 3
15 8 30 4
Supplement 6: Problem S6.27
Cont.
a) Using 95% confidence level,

plot the overall percentage of late
flights () and the upper and the
lower control limits on a control
chart.
b) Assume the airline industry’s
upper and lower control limits for
flights that are not on time are. .
1000 and .0400, respectively.
Draw them on your control chart.
c) Plot the percentage of late
flights in each sample. Do all
samples fall within New England
Air’s control limits? When one
falls outside the control limits,
what should be done?
d) What can Clair Bond report
about the quality of service?
Supplement 6: Problem S6.27
Cont.