Simulation Supplement B To Accompany Krajewski Ritzman Operations

Simulation Process To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Average weekly production requirements = To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Average weekly production requirements = 200(0. 05) To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Average weekly production requirements = 200(0. 05) + 250(0. 06) To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Average weekly production requirements = 200(0. 05) + 250(0. 06) + 300(0. 17) + … + 600(0. 02) = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = 320(0. 30) Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = 320(0. 30) + 360(0. 40) + Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = 320(0. 30) + 360(0. 40) + 400(0. 30) Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = 320(0. 30) + 360(0. 40) + 400(0. 30) = 360 hours Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = 360 hours Average weekly production requirements = 400 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 1 Weekly Production Requirements (hr) Relative Frequency 200 250 300 350 400 450 500 550 600 Total 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 1. 00 Average weekly production requirements = 400 hours Regular Capacity (hr) 320 (8 machines) 360 (9 machines) 400 (10 machines) Relative Frequency 0. 30 0. 40 0. 30 Average weekly operating machine hours = 360 hours Regular Capacity (hr) 360 (9 machines) 400 (10 machines) 440 (11 machines) Relative Frequency 0. 30 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 1 Event Weekly Demand (hr) RANDOM-NUMBER ASSIGNMENTS TO SIMULATION EVENTS Probability Regular Capacity (hr) Relative Frequency 320 (8 machines) 360 (9 machines) 400 (10 machines) 0. 30 0. 40 0. 30 Average weekly operating machine hours = 360 hours Regular Capacity (hr) Average weekly production requirements = 400 hours 360 (9 machines) 400 (10 machines) 440 (11 machines) Relative Frequency 0. 30 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 1 RANDOM-NUMBER ASSIGNMENTS TO SIMULATION EVENTS Event Weekly Demand (hr) Probability 200 250 300 350 400 450 500 550 600 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 Average weekly production requirements = 400 hours Regular Capacity (hr) Relative Frequency 320 (8 machines) 360 (9 machines) 400 (10 machines) 0. 30 0. 40 0. 30 Average weekly operating machine hours = 360 hours Regular Capacity (hr) 360 (9 machines) 400 (10 machines) 440 (11 machines) Relative Frequency 0. 30 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 1 RANDOM-NUMBER ASSIGNMENTS TO SIMULATION EVENTS Event Weekly Demand (hr) Probability 200 250 300 350 400 450 500 550 600 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 Random Numbers Average weekly production requirements = 400 hours Regular Relative Weekly Random Capacity Frequency Capacity (hr) Probability Numbers 320 (8 machines) 0. 30 360 (9 machines) 0. 40 400 (10 machines) 0. 30 Average weekly operating machine hours = 360 hours Regular Capacity (hr) 360 (9 machines) 400 (10 machines) 440 (11 machines) Relative Frequency 0. 30 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 1 RANDOM-NUMBER ASSIGNMENTS TO SIMULATION EVENTS Event Weekly Demand (hr) Probability Random Numbers 200 250 300 350 400 450 500 550 600 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 00– 04 05– 10 11– 27 28– 32 33– 62 63– 77 78– 83 84– 97 98– 99 Average weekly production requirements = 400 hours Regular Relative Weekly Random Capacity Frequency Capacity (hr) Probability Numbers 320 (8 machines) 0. 30 360 (9 machines) 0. 40 400 (10 machines) 0. 30 Average weekly operating machine hours = 360 hours Regular Capacity (hr) 360 (9 machines) 400 (10 machines) 440 (11 machines) Relative Frequency 0. 30 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 1 RANDOM-NUMBER ASSIGNMENTS TO SIMULATION EVENTS Event Weekly Demand (hr) Probability Random Numbers 200 250 300 350 400 450 500 550 600 0. 05 0. 06 0. 17 0. 05 0. 30 0. 15 0. 06 0. 14 0. 02 00– 04 05– 10 11– 27 28– 32 33– 62 63– 77 78– 83 84– 97 98– 99 Average weekly production requirements = 400 hours Regular Relative Weekly Random Capacity Frequency Capacity (hr) Probability Numbers 320320 (8 machines)0. 30 00– 29 360360 (9 machines)0. 40 30– 69 400400 (10 machines)0. 30 70– 99 Average weekly operating machine hours = 360 hours Regular Capacity (hr) 360 (9 machines) 400 (10 machines) 440 (11 machines) Relative Frequency 0. 30 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 1 Event Weekly Demand (hr) 200 250 300 350 400 450 500 550 600 RANDOM-NUMBER ASSIGNMENTS TO SIMULATION EVENTS 1. Draw a random number. 2. Find the random number interval for production. Regular Relative Random Weekly Random 3. Record the production hours. Capacity (hr) Frequency Probability Numbers Capacity (hr) Probability Numbers 4. Draw another random number. 320320 (8 machines) 0. 30 00– 29 0. 30 5. 0. 05 Find the 00– 04 random number interval for capacity. 360360 (9 machines)0. 40 30– 69 05– 10 6. 0. 06 Record the capacity hours. 400400 (10 machines)0. 30 70– 99 11– 27 then 7. 0. 17 If CAP ≥ PROD, IDLE HR = CAP – PROD. 8. 0. 05 If CAP < 28– 32 PROD, then SHORT = PROD – CAP. 0. 30 33– 62 Average weekly operating machine If SHORT ≤ 100, then OVERTIME HR = SHORT 0. 15 63– 77 hours = 360 hours and SUBCONTRACT HR = 0. 0. 06 78– 83 If SHORT 84– 97 > 100, then OVERTIME Regular HR = 100 Relative 0. 14 Capacity (hr) – 100. Frequency and SUBCONTRACT HR = SHORT 0. 02 98– 99 9. Repeat steps 1– 8 to 360 simulate 20 weeks. 0. 30 (9 machines) Average weekly production requirements = 400 hours 400 (10 machines) 440 (11 machines) 0. 40 0. 30 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 2 B. 1 TABLE RANDOM-NUMBER ASSIGNMENTS TO 20 -WEEK SIMULATIONS OF ALTERNATIVES SIMULATION EVENTS 1. Draw a random number. 10 Machines Event 2. Find the random number interval for production. Existing Regular Relative Weekly. Demand 3. Record Weekly Random Capacity Weekly Subthe production hours. Capacity (hr) Frequency Demand (hr) Probability Numbers Capacity (hr)Idle. Probability Numbers Random Capacity Overtime contract 4. Production Draw another random number. Week Number (hr) Hours 0. 30 Hours 320 (8 machines) 200 320 0. 30 00– 29 5. 0. 05 Find the 00– 04 random number interval for capacity. 360 (9 machines) 0. 40 1250 71 450 50 360 90 05– 10 360 0. 40 30– 69 6. 0. 06 Record the capacity hours. 400360 (10 machines)0. 30 2300 68 54 90 0. 30 70– 99 0. 17 450 11– 27 400 3350 4400 5 450 6 7500 8550 9600 10 48 99 64 13 36 58 13 93 7. If CAP ≥ PROD, then IDLE HR = CAP – PROD. 400 11 320 80 28– 32 8. 0. 05 If CAP < PROD, then SHORT = PROD – CAP. 140 36 Average 360 weekly operating 100 machine 0. 30 600 33– 62 If SHORT ≤ 100, OVERTIME HR = SHORT 450 82 then 400 50 0. 15 63– 77 hours = 360 hours 300 87 400 and SUBCONTRACT HR = 0. 100 0. 06 400 78– 83 41 then 360 40 If SHORT > 100, OVERTIME HR = 100 Regular Relative 0. 14 400 84– 97 71 400 Capacity (hr) – 100. Frequency and HR = SHORT 0. 02 98– 99 300 SUBCONTRACT 00 320 20 9. Repeat steps 601– 8 to 360 simulate 20 weeks. 550 360 100 0. 30 90 (9 machines) Total 490 830 0. 40 360 400 (10 machines) Weekly average 24. 5 41. 5 0. 30 18. 0 440 (11 machines) To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process TABLE B. 2 B. 1 TABLE RANDOM-NUMBER ASSIGNMENTS TO 20 -WEEK SIMULATIONS OF ALTERNATIVES SIMULATION EVENTS 1. Draw a random number. 10 Machines Event 2. Find the random number interval for production. Existing Regular Relative Weekly. Demand 3. Record Weekly Random Capacity Weekly Subthe production hours. Capacity (hr) Frequency Demand (hr) Probability Numbers Capacity (hr)Idle. Probability Numbers Random Capacity Overtime contract 4. Production Draw another random number. Week Number (hr) Hours 0. 30 Hours 320 (8 machines) 200 320 0. 30 00– 29 5. 0. 05 Find the 00– 04 random number interval for capacity. 360 (9 machines) 0. 40 1250 71 450 50 360 90 05– 10 360 0. 40 30– 69 6. 0. 06 Record the capacity hours. 400360 (10 machines)0. 30 2300 68 54 90 0. 30 70– 99 0. 17 450 11– 27 400 3350 4400 5 450 6 7500 8550 9600 10 48 99 64 13 36 58 13 93 7. If CAP ≥ PROD, then IDLE HR = CAP – PROD. 400 11 320 80 28– 32 8. 0. 05 If CAP < PROD, then SHORT = PROD – CAP. 140 TABLE B. 2 COMPARISON OF 1, 000 WEEK SIMULATIONS 36 Average 360 weekly operating 100 machine 0. 30 600 33– 62 If SHORT ≤ 100, OVERTIME HR = SHORT 450 82 then 400 50 = 360 hours Simulations 0. 15 63– 77 hours Comparison of 400 1000 -week 300 87 and SUBCONTRACT HR = 0. 100 0. 06 400 78– 83 41 then 360 40 10 Machines 11 Machines If SHORT > 100, OVERTIME HR = 100 Regular Relative 0. 14 400 84– 97 71 400 Capacity (hr) – 100. Frequency and SUBCONTRACT HR = 26. 0 SHORT 0. 02 98– 99 Idle 42. 2 300 hours 00 320 20 9. Repeat steps simulate 550 601– 8 to 360 100 0. 30 90 Overtime hours 48. 320 weeks. 34. 2 (9 machines) Total 490 830 0. 408. 7 360 (10 machines) Subcontract hours 400 18. 4 Weekly average 24. 5 41. 5 0. 30 18. 0 440 (11 machines) Cost $1, 851. 50 $1, 159. 50 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Random Numbers Figure B. 1 To Accompany Krajewski & Ritzman Operations Management: Strategy and

Best Car Simulation Model Example B. 3 Figure B. 2 To Accompany Krajewski &

Inventory Simulation Model Figure B. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy

Flowchart of Passenger Security Process Entrance Arrivals Buffer Sec. Line 1 Work St. Insp. 1 Buffer Sec. Line 2 Work St. Add. Insp. 1 Figure B. 4 Work St. Insp. 2 Dec. Pt. DP Work St. Add. Insp. 2 Buffer Done To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Results of Passenger Security Process Element Types Names Entrance(s) Buffer(s) Arrivals Line 1 Line 2 Done Statistics Overall Means Objects entering process 237. 23 Mean inventory 5. 97 Mean cycle time 3. 12 Mean inventory 0. 10 Mean cycle time 0. 53 Final inventory 224. 57 Figure B. 5 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Example B. 4 To Accompany Krajewski & Ritzman Operations Management: Strategy and

Simulation Process X Gate house X X Checkpoint #3 (rarely used) Checkpoint #1 X Checkpoint #2 X X X Not to scale Figure B. 6 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process 12 – X 10 – Gate house INSPECTION TIME (sec) Arrivals (vehicles/min) X 8– VEHICLE Cars Vanpools Checkpoint #3 Buses 6– (rarely used) 4– 2– 0– 7: 00 AVERAGE STANDARD DEVIATION X 10 3 30 9 Checkpoint #1 X 50 10 Checkpoint #2 X X | 7: 10 | 7: 20 | 7: 30 Time | 7: 40 | 7: 50 | 8: 00 X Not to scale Figure B. 7 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process Figure B. 8(a) To Accompany Krajewski & Ritzman Operations Management: Strategy and

Simulation Process 12 – X 10 – Gate house INSPECTION TIME (sec) Arrivals (vehicles/min) X 8– VEHICLE Cars Vanpools Checkpoint #3 Buses 6– (rarely used) 4– 2– 0– 7: 00 AVERAGE STANDARD DEVIATION X 10 3 30 9 Checkpoint #1 X 50 10 Checkpoint #2 X X | 7: 10 | 7: 20 | 7: 30 Time | 7: 40 | 7: 50 | 8: 00 X Not to scale Figure B. 8(b) To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Simulation Process 12 – X 10 – Gate house INSPECTION TIME (sec) Arrivals (vehicles/min) X 8– VEHICLE Cars Vanpools Checkpoint #3 Buses 6– (rarely used) 4– 2– 0– 7: 00 AVERAGE STANDARD DEVIATION X 10 3 30 9 Checkpoint #1 X 50 10 Checkpoint #2 X X | 7: 10 | 7: 20 | 7: 30 Time | 7: 40 | 7: 50 | 8: 00 X Not to scale Figure B. 8(c) To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.