American Academy of English Industrial Studies Questions All requirements in the picture attached Similarity less than 8%Plagiarism report is neededFor Que

American Academy of English Industrial Studies Questions All requirements in the picture attached Similarity less than 8%Plagiarism report is neededFor Question 1:
A local company located in Nizwa assembles engines for customized trekking sport utility vehicle SUV.
During the year end 2019 financial review, the company is concerned with its bloated inventory cost for the
past five years. The profitability of the company has been declining year on year due to the effect of the
increasing inventory costs. The newly hired manager who is a mechanical engineer is tasked to look into
this matter and will provide a comprehensive proposal report to the company CEO to reduce the bloating
inventory cost. The current consumption or usage of parts of the assembly department is shown in Table
Q1. This data shows the typical annual usage or consumption of component parts for its engines. He found
out that there is big mismanagement or neglect of the company inventories. Currently, the company is
ordering parts from its suppliers locally and abroad once every three months.
(i) Develop an ABC analysis for the company’s inventories. Show completely the results in tabular form
using excel.
(ii) Create a PARETO analysis for the ABC analysis using excel
[4]
(iii) Considering your class A’ inventories, determine the economic order quantity EOQ using the following
assumptions; zero safety stock for each class A inventories, stocking cost is 10% of the unit price, ordering
cost for any class A inventories is 120 OMR per order. Determine the cost savings if EOQ is followed
instead of the current ordering system of the company which is once every three months for class A
inventories
[6]
[6]
Table Q1: Annual Usage of Component Parts
Part Number Annual quantity (unit) Unit cost (OMR/unit)
111D
30,125
1.00
128H
48,072
0.50
196G
7,087
22.40
205Y
2,976
270.00
216U
2,940
12.80
217J
3,379
122.40
228G
800
98.40
235D
60,982
1.80
249E
13,354
6.30
258L
2,005
62.40
261K
18,630
1.20
272J
4,130
9.00
324H
20,194
1.50
333C
2,279
15.40
334U
7,795
24.00
3525
12,357
19.20
391J
2,113
51.60
421A
4,013
9.60
4325
4,106
7.60
436S
71,311
0.25
452F
3,647
13.50
462R
3,654
16.80
463H
2,570
132.00
478L
26,814
1.20
5211
2,836
13.80
5320
1,122
144.00
610B
28,952
5.10
Question 2:
(a) A Muscat Tools company manufactures toolkits and supplies to the local and overseas market within
the GCC region. In the assembly line, the kits are packed in the tool boxes. The company produces the
specified demand rate of toolkit in 8 hours per day with tasks, description of tasks, and time for each task
shown in Table Q2a.
(i) Draw the precedence diagram and determine the cycle time, and number of workstations; [5]
iii) Balance the line using the longest task time rule, and determine the line efficiency. [5]
Table Q2(a)
Demand rate
(units/day)
1275
Task
Description
Time (sec)
Predecessors
A
Open tool box and place
on assembly line
15
B
Place spanner in tool box
9
A
с
Place spark plug spanner
in tool box
7
А
D
Place screw driver in tool
box
7
A
E
Close internal lid
7
B,C,D
F
18
E
G
6
E
Place jack in tool box
Place jack handle in tool
box
Place polishing cloth in
tool box
H
7
E
1
Close tool box
10
F,G,H
J
Shrink wrap tool box
21
I
(b) A company is unable to satisfy customer demand for one of their products. The ratios for mixing the
outputs from processes C, D and E are 2, 1 and 1 respectively. The ratio for the departments F and G is
3 and 1, and the ratio for departments H and I is 4 and 1. Using Table Q2(b), Determine;
(i) The system capacity and bottleneck;
[4]
How much system capacity can be gained by adding capacity to the bottleneck
[2]
Table Q2(b)
Department
Capacity (liters/hour)
Predecessors
A
B
C
D
E
A
B
450
450
350
250
250
750
300
950
350
1100
1400
F
G
H
C, D and E
F, and G
–
J
K
Hand
J
Table
Question 3:
(a) KANJAR Company is a manufacturer of light aircraft components in Oman. For the past two years of
operation, the company is experiencing production backlog. A number of its customers are complaining
for long delays of deliveries. This backlog is hurting the competitive advantage and the profitability of the
company. In order
to address this issue, the operation manager decides to implement the following
possible alternatives; production overtime, subcontracting, and possible hiring
of additional workers if
necessary. The company
always prepares a nine month aggregate
plan to decide the optimum way to
determine requirements for planning purposes, although this is modified when the demand requirements
change. The estimated demand for a particular unit for the period January through September is given in
Q3(a). The current workforce is based on the production level in the previous December. Operating
data are given in Table Q3(b).
Requirement:
(1) Develop an aggregate plan AP based on level capacity strategy specified for the planning
period. Subcontract to meet a 100% service level every month and no overtime, no hiring, and no
termination. Show graphically the demand forecast, actual production output, and ending inventory in
single graph. Determine the total production
cost for the specified period. [7]
(ii) Table Q3(c) shows the demand orders of aircraft component of a local customer from January to
September. Develop a master planning schedule MPS, assuming production lot size of 800 units, and
beginning inventory intended for the particular customer is 150 units. In your MPS indicate the projected
available balance PAB and the MPS per month.
[3]
Jan
1,785
TableQ3(a): Veatch Company Estimated demand for a product
Feb
Mar
April May June July
1,850 2,100 1.975 2,300 2,550 2.100
August
1,750
Sep
1,500
Table Q3(b): Veatch Company Operating
data
Items
Amount
Initial inventory (units)
400
125
30
70
85
Stockout costs (OMR/unit)
Carrying cost,
(OMR/unit/month)
Hiring cost per unit
(OMR/unit)
Termination cost per unit
(OMR/unit)
Subcontract cost
(OMR/unit)
Production units the
previous December
In-house production cost,
(OMR/unit)
Labor hours/ unit
85
1,500
75
3.2
Workweek (hours)
40
Weeks/month
4
Table Q3(c): Veatch Company Operating data
Mar
May June
Jan
Feb
April
August
Sep
July
650
350
400
400
500
550
600
700
750
(b) Salalah Electro-Mechanical Company manufactures a product PQR345. The product PQR345
consists of two PQ890 assemblies, three QR432 assemblies and one PR678 assembly. The PQ890
assembly consists of one P456, two Q921 and one Q239. The QR432 assembly consists of three P456,
one R478 and two S590.
(1) Prepare a Bill of Material (BOM) product tree for the product PQR345.
[2]
(ii) Using Table Q3(b)-1 and Table Q3(b)-2 complete the Material Requirements Planning (MRP)
calculations to determine when the Purchase Orders should be placed for item S590.
Note: The product PQR345 are being sold complete as well as the spare parts (e.g. items QR432, PQ890,
R478 etc) are being sold separately also.
[4]
13
Week
PQR345
QR432
14
Table Q3(b)-1
12
120
10
70
100
11
50
90
60
250
15
100
150
16
40
100
–
Table Q3(b)-2
Item
Lead Time
(Weeks)
On Hand
Batch
Size
Safety
Stock
PQR345
1
300
200
0
QR432
2
300
300
150
S590
2
800
600
350
[Total 16 marks]
Question 4:
(a) The Marino Company in Ventura County, southern California sells swimming pool equipment. The sales
for swimming pool motors in southern California over the last 12 months is given in Table Q4(a). Forecast
the demand from March to December of the current year using the following forecasting models. Use excel
for the tabulation.
(i) Three-month simple moving average:
[2]
(ii) Three-month weighted moving average. Use 0.7.0.2, and 0.1 for the weights, with
0.7 for the most recent period, and 0.1 for the oldest period.
[3]
(iii) Simple linear regression;
[3]
(iv) Determine the MAD, and SE for all the models, and choose which model is most appropriate.
[2]
Table Q4(a) Marino Company Sales of
Swimming pool motors
Month
Quantity (units)
January
11,919
February
14,736
March
16,383
April
10,179
May
15.712
June
17,954
July
11.739
August
14,289
September
17,539
October
12,791
November
December
16,595
14,165
(b) Oman Steel Company is currently having five jobs to be completed in details of which is given in
Table Q4(b). Using the following priority rules determine the order in which the jobs given in Table
Q4(b) should be processed using the following rules;
(i) Critical ratio
[2]
(ii) Least amount of Slack per operation
[2]
(ii) Johnson’s rule
[2] ]
Table Q4(b)
Jobs (in the
order they
arrived)
Days until
due date
Remaining processing
time (days)
6
7
R
S
T
U
V
Cutting
1
3
3
5
Drilling
2
2
4
3
1
5
9
4
3
[Total 16 marks]
Question 5:
(a) For a compressor the probability of failure occurring during a given week is given in
Table Q5(a).
(i) Calculate the Annual Breakdown Maintenance Costs (where no Preventive Maintenance is carried
out). The costs are 300 OMR to repair the compressor, every time it fails.
[3]
(ii) Preventive maintenance costs 60 OMR for each service. Calculate if Preventive Maintenance is
cheaper than Breakdown Maintenance, and if so how often Preventive Maintenance should be carried
out. There are 48 working weeks in a year.
[2]
Table Q5(a)
Week of Operation
Probability of failure
during the given week
1
2
3
0.00
0.10
0.15
0.30
0.45
4
5
(b) In a conventional production, operations of turning, splines cutting and grinding are followed in
sequence to produce splined shaft for gear boxes and lathe, milling and grinding machines are used for
the operations. The reliability of the lathe, milling machine and grinder are 0.89, 0.87 and 0.93
respectively. It has been suggested that to improve reliability two identical machines could be used at each
stage. If one fails the other can be used while the first one is being repaired. Another suggestion has been
put forward to buy a CNC machining center with a reliability of 0.90 which will do the functions of the lathe
and the milling machine.
Calculate the system reliability for each of the 3 layouts and decide which is the most reliable. [4]
Figure Q5(b): Splined shaft
(c) Sur Power & Utility company is considering to replace the existing high power ammonia compressor
with a new one. Maintenance records show the relative frequency of the compressor for 300 week
period is given in Table Q5(c)-1.
(i) Use Monte Carlo Simulation, the probability distributions and the random numbers given
in Table Q5(c)-2, to simulate the breakdowns which occur in the next 25 week lifespan.
Calculate the average number of breakdowns. Decide which blower will have the better
reliability if the new blower is expected to have an average one(1) breakdown per week. [7]
Table Q5(c)-1
Number of
Number of Weeks
Breakdowns
0
96
1
75
2
63
3
42
4
24
91
2
90
65
5
50
7
13
96
96
64
Table Q5(c)-2
61
40
68
100
45
71
42
47
70
89
79
6
71
69

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