a. The multifactor productivity ratio for week 1 is The multifactor productivity ratio for week 2 is The multifactor productivity ratio for week 3 is The multifactor productivity ratio for week 4 is b. The labor productivity for week 1 is The labor productivity for week 2 is The labor productivity for week 3 is The labor productivity for week 4 is (Enter your response rounded to two decimal places.) (Enter your response rounded to two decimal places.) (Enter your response rounded to two decimal places.) (Enter your response rounded to two decimal places.) units per hour. (Enter your response rounded to two decimal places.) units per hour. (Enter your response rounded to two decimal places.) units per hour. (Enter your response rounded to two decimal places.) units per hour. (Enter your response rounded to two decimal places.)
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- At Symtecks, the output of a specific process is valued at $100 per unit. The cost of labor is $50 per hour including benefits. The accounting department provided the following information about the process for the past four weeks: Week 1 Week 2 Week 3 Week 4 Units Produced 1,124 1,310 1,092 981 Labor ($) 12,735 14,842 10,603 9,526 Material ($) 21,041 24,523 20,442 18,364 Overhead ($) 8,992 10,480 8,736 7,848 a. Use the multifactor productivity ratio to see whether recent process improvements had any effect and, if so, when the effect was noticeable.b. Has labor productivity changed? Use the labor productivity ratio to support your answer.A manager must decide which type of machine to buy, A, B, or C. Machine costs (per individual machine) are as follows: Machine Cost A $ 60,000 B $ 50,000 C $ 60,000 Product forecasts and processing times on the machines are as follows: PROCCESSING TIME PER UNIT (minutes) Product AnnualDemand A B C 1 16,000 3 4 4 2 10,000 6 5 1 3 15,000 1 3 6 4 17,000 5 3 4 a. Assume that only purchasing costs are being considered. Compute the total processing time required for each machine type to meet demand, how many of each machine type would be needed, and the resulting total purchasing cost for each machine type. The machines will operate 10 hours a day, 240 days a year. (Enter total processing times as whole numbers. Round up machine quantities to the next higher whole number. Compute total purchasing costs using these rounded machine quantities. Enter the resulting total purchasing cost as a whole number. Omit the "$" sign.) Total…A manager must decide which type of machine to buy, A, B, or C. Machine costs (per individual machine) are as follows: Machine Cost A $ 60,000 B $ 50,000 C $ 60,000 Product forecasts and processing times on the machines are as follows: PROCCESSING TIME PER UNIT (minutes) Product AnnualDemand A B C 1 16,000 3 4 4 2 10,000 6 5 1 3 15,000 1 3 6 4 17,000 5 3 4 Click here for the Excel Data File a. Assume that only purchasing costs are being considered. Compute the total processing time required for each machine type to meet demand, how many of each machine type would be needed, and the resulting total purchasing cost for each machine type. The machines will operate 10 hours a day, 240 days a year. (Enter total processing times as whole numbers. Round up machine quantities to the next higher whole number. Compute total purchasing costs using these rounded machine quantities. Enter the resulting total purchasing cost as a whole…
- Prepare a flowchart of the field service division process atDEF, as described here. Start from the point where a call isreceived and end when a technician finishes the job.DEF was a multibillion dollar company that manufacturedand distributed a wide variety of electronic, photographic, andreprographic equipment used in many engineering and medi-cal system applications. The Field Service Division employed475 field service technicians, who performed maintenance andwarranty repairs on the equipment sold by DEF. Customerswould call DEF’s National Service Center (NSC), which receivedabout 3,000 calls per day. The NSC staffed its call center withabout 40 call-takers. A typical incoming service call was receivedat the NSC and routed to one of the call-takers, who enteredinformation about the machine, the caller’s name, and the typeof problem into DEF’s mainframe computer. In some cases,the call-taker attempted to help the customer fix the problem.However, call-takers were currently only able…Susan Williams runs a small Flagstaff job shopwhere garments are made. The job shop employs eight workers.Each worker is paid $10 per hour. During the first week ofMarch, each worker worked 45 hours. Together, they produceda batch of 132 garments. Of these gam1ents, 52 were "seconds"(meaning that they were flawed). The seconds were sold for $90each at a factory outlet store. The remaining 80 garments weresold to retail outlets at a price of $198 per gannent. What wasproductivity, in dollars per labor-hour, at this job shop duringthe first week of March?Mariah Enterprises makes a variety of consumer electronicproducts. Its camera manufacturing plant is consideringchoosing between two different processes, named Alphaand Beta, which can be used to make two component partsA and B. To make the correct decision, the managers wouldlike to compare the labor and multifactor productivity ofprocess Alpha with that of process Beta. The value of processoutput for component A and B are $175 and $140 per unit,respectively. The corresponding overhead costs are $6,000and $5,000, respectively Process Alpha Process BetaProduct A B A BOutput (units) 50 60 30 80Labor ($) $1,200 $1,400 $1,000 $2,000Material ($) $2,500 $3,000 $1,400 $3,500a. Which process, Alpha or Beta, is more productive?b. What conclusions can you draw from your analysis?
- Tribal Systems, Inc., is opening a new plant and has yet todecide on the type of process to employ. A labor-intensiveprocess would cost $10,000 for tools and equipment and$14 for labor and materials per item produced. A more automated process costs $50,000 in plant and equipment buthas a labor/material cost of $8 per item produced. A fullyautomated process costs $300,000 for plant and equipmentand $2 per item produced. If process selection were basedsolely on lowest cost, for what range of production wouldeach process be chosen?At Symbiotech, the output of a process is valued at $30 per unit. The cost of labor is $70 per hour including benefits. The accounting department provided the following information about the process for week 1: Units produced = 2,300, Labor ($) = 14,500, Material ($) = 22,700, Overhead ($) = 10,270. The multifactor productivity ratio for week 1 is: C. 4.76 A. 1.46 B. 0.049 D. 2.79Climate Control, Inc., makes expedition-quality rain gearfor outdoor enthusiasts. Management prepared a forecast ofsales (in suits) for next year and now must prepare a produc-tion plan. The company has traditionally maintained a levelworkforce strategy. All nine workers are treated like familyand have been employed by the company for a number ofyears. Each employee can produce 2,000 suits per month.At present, finished goods inventory holds 24,000 suits. Thedemand forecast follows: Use the Sales and Operations Planning with SpreadsheetsSolver in OM Explorer or develop your own spreadsheetmodels to address the following questions. a. Management is willing to authorize overtime in pe-riods for which regular production and current lev-els of anticipation inventory do not satisfy demand.However, overtime must be strictly limited to no morethan 20 percent of regular-time capacity. Managementwants to avoid stockouts and backorders and is notwilling to accept a plan that calls for shortages.…
- Mark Tuan, the Production Manager at MT Mills, can currently expect his operation to produce1000 square yards of fabric for each ton of raw cotton. Each ton of raw cotton requires 5 laborhours to process. He believes that he can buy a better-quality raw cotton, which will enable himto produce 1200 square yards per ton of raw cotton with the same labor hours.What will be the impact on productivity (measured in square yards per labor-hour) if hepurchases the higher quality raw cotton? You are required to calculate: a) Productivity for the current raw cotton? b) The new productivity if Mark Tuan use the new raw cotton. c) What is the percentage increase in productivity?Identify where performance gaps exist in your operations process by employing the Gap Model. How to improve the demand forecasting of the prepared foods department of a supermarket company?During the last few years, ABC has been having issues with the “prepared foods” department, which has X in total people as headcount (X operators and one supervisor). They are distributed to cover the X shift the store has per day. There are two sub-departments, prepared meals and prepared soups & salads. Each one could be sold in two presentations, packaged or self-serve buffet-like. Likewise, every meal prepared and packaged by the operators in the store only has an average of X of useful life and must be thrown away a day before its expiration. Among the issues in the department, five affect the performance of the store and category. The lack of production planning: the preparation of every meal is not based on sales, demand, days of the week, weekends, or seasonal campaigns. Instead, it is…A TV factory plans to add production lines for its new product and plans to produce as many as 200 units per hour. The production process, production time, and the production process to continue the next production process are described in the table below: (1 day = 8 working hours) Production Process Production Time (s) The production process that follows the next production according to the list below A 12 - B 15 A C 8 A D 5 B,C E 20 D Based on the data above. a. Draw a diagram of the production process.b. With the diagram that you have described above, can the production process run properly according to the plan? Explain the process of each workstation that you have created!.