When the effective capacity turns out to be much less than the theoretical capacity, why it is not an effective solution to aim for increasing the resources capacity as a means of increasing the process throughput?
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When the effective capacity turns out to be much less than the theoretical capacity, why it is not an effective solution to aim for increasing the resources capacity as a means of increasing the process throughput?
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- At Fraser engineering. Erix is trying to decide whether to purchase a certain part to to have it produced internally. Internal production could use either of two processes. One would entail a variable cost per unit of $17, and an annual fixed cost of $240,000. Three vendors are willing to provide the part. Vendor A has a price of $20 per-unit for any volume up to 30,000 units Vendor B has a price of $22 per-unit for demand of 1,000 units or less, and $18 per-unit for larger quantities. Vendor C offers a price of $21 per-unit for the first 1,000 units, and $19 for each additional unit. What is the correct formula to use to compare these options? Which options would be best for: I. 10,000 units? ii. 20,000 units? iii. 100,000 units? What is the value in considering these options across three very different demand values ranging from 10,000 to 100,000 units?The Big Black Bird Company (BBBC) has a large order for special plastic-lined military uniforms to be used in an urgent military operation. Working the normal two shifts of 40 hours each per week, the BBBC production process usually produces 2,500 uniforms per week at a standard cost of $120 each. Seventy employees work the first shift and 30 employees work the second. The contract price is $200 per uniform. Because of the urgent need, BBBC is authorized to use around-the-clock production, 6 days per week. When each of the two shifts works 72 hours per week, production increases to 4,000 uniforms per week but at a cost of $144 each.a. Did the multifactor productivity ratio increase, decrease, or remain the same? If it changed, by what percentage did t change?b. Did the labor productivity ratio increase, decrease, or remain the same? If it changed, by what percentage did it change?c. Did weekly profits increase, decrease, or remain the same?“How many dozen should I put in the proofer?” asked Elizabeth, the new baker at the Sands Cafeteria. Rami El‐Hussieny was the day shift operations manager, and, unfortunately, he did not know how to answer Elizabeth's question. What she wanted to know was simple enough: How many dozen rolls should be placed in the proofer in anticipation of the night's dinner business? The problem was that the frozen dinner roll dough used at the Sands Cafeteria needed to be proof for at least 2 hours prior to being baked for 15 minutes. If too many rolls were proofed, they would never be needed, but they would still have to be baked and made into bread dressing or even tossed out. If too few dozen were proofed and the night was busier than anticipated, they would run out of “Fresh Baked Rolls” (one of the restaurant's signature items), and Rami knew that the night manager would be really upset. It was a daily guess, and sometimes Rami missed the guess! He wondered if a prebaked roll with a shelf life…
- A manager is trying to decide whether to purchase a certain part or to have it produced internally.Internal production could use either of two processes. One would entail a variable cost of $17 perunit and an annual fixed cost of $200,000; the other would entail a variable cost of $14 per unitand an annual fixed cost of $240,000. Three vendors are willing to provide the part. Vendor A hasa price of $20 per unit for any volume up to 30,000 units. Vendor B has a price of $22 per unit for demand of 1,000 units or less, and $18 per unit for larger quantities. Vendor C offers a price of$21 per unit for the first 1,000 units, and $19 per unit for additional units.a. If the manager anticipates an annual volume of 10,000 units, which alternative would be bestfrom a cost standpoint? For 20,000 units, which alternative would be best?How does capacity planning contribute to effective system management, and what factors should be considered during this process?To what ends should the available resources be put, in order to fulfill customer demands?
- Give an account of the capacity analysis's behavior when several processes run in parallel.The production system design planning considers input requirements, conversion process and output. After considering the forecast and long-term planning organization should undertake capacity planning. Capacity planning is essential to be determining optimum utilization of resource and plays an important role decision-making process, for example, extension of existing operations, modification to product lines, starting new products, etc. With this regard, Examine different types of capacity measurements available for capacity planning. Provide relevant examples for each measurement.The Big Black Bird Company (BBBC) has a large order for special plastic-lined military uniforms to be used in an urgent military operation. Working the normal two shifts of 40 hours each per week, the BBBC production process usually produces 2,400 uniforms per week at a standard cost of $140 each. 70 employees work the first shift and 28 the second. The contract price is $200 per uniform. Because of the urgent need, BBBC is authorized to use around-the-clock production six days per week. When each of the two shifts works 72 hours per week, production increases to 4,000 uniforms per week but at a cost of $144 each. The multifactor productivity level decreased for two shifts working 72 hours when compared to the level of the normal two shifts. The multifactor productivity ratio based on the normal two shifts changed by ___% as compared to two shifts working 72 hours per week. (Enter your response rounded to two decimal places.) Part 4 The labor productivity level decreased for…
- Operations management How does the capacity analysis react when many processes are running concurrently?A manager is trying to decide whether to purchase a certain part or to have it produced internally Internal production could use either of two processes. One would entail a variable cost of $17 per unit and an annual fixed cost of $200,000, the other would entail a variable cost of $14 per unit and an annual fixed cost of $240,000. Three vendors are willing to provide the part. Vendor A has a price of $20 per unit for any volume up to 30,000 units. Vendor B has a price of $22 per unit for demand of 1,000 units or less, and $18 per unit for larger quantities. Vendor Coffers a price of $21 per unit for the first 1,000 units, and $19 per unit for additional units a. If the manager anticipates an annual volume of 10,000 units, which alternative would be best from a cost standpoint?" For 20,000 units, which alternative would be best" b. Determine the range for which each alternative is best. Are there any alternatives that are never best? Which?Use the graph to answer the following question: INV B - o A C ROP TIME