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Circuit Board Fabricators-Process Data Required output per shift Average job size (boards) Production hours per day Working days per week Process/Machine Number of Machines 1 Load Clean Coat Unload Expose Load Develop Inspect Bake Unload Drilling Copper plate Final test 1 1 1 5 1 1,000 60 7.5 5 1 2 1 1 6 1 6 Number of Employees Setup (minutes per job) 1 5 1 5 1 2 1 3 2 6 15 5 15 5 15 a) What type of process flow structure is CBF using? b) Create a diagram of the process. Run (minutes per part) 0.33 0.5 0.5 0.33 1.72 0.33 0.33 0.5 0.33 0.33 1.5 0.2 2.69 The plant was designed to run 1,000 boards per day when running five days a week and one eight-hour shift per day. Unfortunately, to date, it has not come near that capacity, and on a good day it is able to produce only about 700 boards. Data concerning the standard setup and run times for the fabrication process are given in Exhibit 7.8. These times include allowances for morning and afternoon breaks, but do not include time for the half-hour lunch period. In addition, data on current staffing levels also are provided. The CBF process engineer insists that the capacity at each process is sufficient to run 1,000 boards per day. In order to understand the problem, CBF hired you to help determine why it is not able to produce the 1,000 boards per day. c) What is the capacity of the process? d) What is the impact of losses in the process in the inspection and final test? e) What recommendations would you make for a short-term solution to CBF's problems? f) What long-term recommendations would you make?

Circuit Board Fabricators-Process Data Required output per shift Average job size (boards) Production hours per day Working days per week Process/Machine Number of Machines 1 Load Clean Coat Unload Expose Load Develop Inspect Bake Unload Drilling Copper plate Final test 1 1 1 5 1 1,000 60 7.5 5 1 2 1 1 6 1 6 Number of Employees Setup (minutes per job) 1 5 1 5 1 2 1 3 2 6 15 5 15 5 15 a) What type of process flow structure is CBF using? b) Create a diagram of the process. Run (minutes per part) 0.33 0.5 0.5 0.33 1.72 0.33 0.33 0.5 0.33 0.33 1.5 0.2 2.69 The plant was designed to run 1,000 boards per day when running five days a week and one eight-hour shift per day. Unfortunately, to date, it has not come near that capacity, and on a good day it is able to produce only about 700 boards. Data concerning the standard setup and run times for the fabrication process are given in Exhibit 7.8. These times include allowances for morning and afternoon breaks, but do not include time for the half-hour lunch period. In addition, data on current staffing levels also are provided. The CBF process engineer insists that the capacity at each process is sufficient to run 1,000 boards per day. In order to understand the problem, CBF hired you to help determine why it is not able to produce the 1,000 boards per day. c) What is the capacity of the process? d) What is the impact of losses in the process in the inspection and final test? e) What recommendations would you make for a short-term solution to CBF's problems? f) What long-term recommendations would you make?

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Circuit Board Fabricators-Process Data Required output per shift Average job size (boards) Production hours per day Working days per week Process/Machine Number of Machines Number of Employees Setup (minutes per job) 1 1 5 1 1 1 5 1 1 2 1 1 6 1 6 Load Clean Coat Unload Expose Load Develop Inspect Bake 1,000 60 7.5 5 Unload Drilling Copper plate Final test 1 5 1 2 1 3 2 6 15 5 15 5 15 a) What type of process flow structure is CBF using? b) Create a diagram of the process. c) What is the capacity of the process? Run (minutes per part) 0.33 0.5 0.5 0.33 1.72 0.33 0.33 0.5 0.33 0.33 1.5 0.2 2.69 The plant was designed to run 1,000 boards per day when running five days a week and one eight-hour shift per day. Unfortunately, to date, it has not come near that capacity, and on a good day it is able to produce only about 700 boards. Data concerning the standard setup and run times for the fabrication process are given in Exhibit 7.8. These times include allowances for morning and afternoon breaks, but do not include time for the half-hour lunch period. In addition, data on current staffing levels also are provided. The CBF process engineer insists that the capacity at each process is sufficient to run 1,000 boards per day. In order to understand the problem, CBF hired you to help determine why it is not able to produce the 1,000 boards per day. d) What is the impact of losses in the process in the inspection and final test? e) What recommendations would you make for a short-term solution to CBF's problems? f) What long-term recommendations would you make?
Transcribed Image Text:Circuit Board Fabricators-Process Data Required output per shift Average job size (boards) Production hours per day Working days per week Process/Machine Number of Machines Number of Employees Setup (minutes per job) 1 1 5 1 1 1 5 1 1 2 1 1 6 1 6 Load Clean Coat Unload Expose Load Develop Inspect Bake 1,000 60 7.5 5 Unload Drilling Copper plate Final test 1 5 1 2 1 3 2 6 15 5 15 5 15 a) What type of process flow structure is CBF using? b) Create a diagram of the process. c) What is the capacity of the process? Run (minutes per part) 0.33 0.5 0.5 0.33 1.72 0.33 0.33 0.5 0.33 0.33 1.5 0.2 2.69 The plant was designed to run 1,000 boards per day when running five days a week and one eight-hour shift per day. Unfortunately, to date, it has not come near that capacity, and on a good day it is able to produce only about 700 boards. Data concerning the standard setup and run times for the fabrication process are given in Exhibit 7.8. These times include allowances for morning and afternoon breaks, but do not include time for the half-hour lunch period. In addition, data on current staffing levels also are provided. The CBF process engineer insists that the capacity at each process is sufficient to run 1,000 boards per day. In order to understand the problem, CBF hired you to help determine why it is not able to produce the 1,000 boards per day. d) What is the impact of losses in the process in the inspection and final test? e) What recommendations would you make for a short-term solution to CBF's problems? f) What long-term recommendations would you make?
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