Kristen’s Cookie Case Study Essays

B cannot be correct, because the freight rates were reduced from one hundred dollars to five dollars. It was a dramatic reduction in expense and a speedy success. The travel time from New York City to Buffalo decreased from twenty days to six days along with the cost. However, the correct numbers for the reduction of freight rates is one hundred dollars to five dollars, not two hundred dollars to two dollars.

As we saw in the earlier section the critical path activities are not delayed. But some of the tasks that are delayed are mentioned in the table below. The table below shows the free slack and the total slacks of the tasks that are delayed.

14) Refer to the table. What is the average time a customer spends waiting in line and being served?

6. There are a few changes we can make to the process to increase efficiency. Buying another oven (of the same size) that allows you to put in 2 trays during the Load&Bake process will increase the process from 22 dozens to 30 dozens or 26.6% after four hours. Also, by having customer pay during the packing period (2 minutes), we would circumvent time wasted in the pay period (1minute).

Assuming that we add another oven, the cycle time of the ovens would be 5 minutes. The new bottleneck for the entire process would now be that of mixing the ingredients and dishing the cookies onto the tray, a process which takes 8 minutes for 1 batch of cookies.

Natalie receives a utilities bill for $45. The bill is for utilities consumed by Natalie’s business during November and is due December 15.

Diagram 1 displays the Activity-on-Node diagram. The critical path is identified by the blue dash line. The total shortest time to finish the project is 786 hours, equivalent to 98.25 days. EOC requested to finish the project in 6 month, equivalent to 120 working days.

Using the intercompany-billing rate per hour of $400 and the intercompany demand of 205 hours we calculate revenue and expenses.

Now we can apply Little’s Law to calculate the throughput time which is equal to the manufacturing lead time in this case.

Dr. Shreffler is staying at the non-conference hotel which is lower in cost even with her request for a rental car. The car is needed because transportation from her hotel to the event conference is $95.40 one-way for $95.60 for 6 days. Thus, the round-trip for 6 days is $41,144.80 so a rental car is the most advantageous method of

3.   The travel time is 1 hour.  While this is considered part of the service time it actually means that the customer will be waiting during the first hour of the service time.  Thus, travel time must be added to the time spent in line as predicted model in order to determine the total customer waiting time.

d) Q = 2,529.8, R = 60 The number of operating days to receive the entire order is Q = 2,529.8 = 42.16 days R 60

With the help of this diagram critical path of the project is determined. This path tells us about the spare times in the project available for these activities thus they should be carried out very carefully to avoid delays in the project.

Every activity has three attributes; its duration, the work effort and the resources. The secret is to estimate the work effort first, then the resources, and finally able to estimate activity durations.

The second element is work center loading database. This database presented data via series of loading graphs. It also allowed the bottleneck to be identified and remedial action to be taken and the calculation of the overtime to be easier. Moreover, it allowed Task to be selected in the correct order by operators and Capacity utilization to be improved. ( Bettley,2005)