EBK OM
6th Edition
ISBN: 9781305888210
Author: Collier
Publisher: YUZU
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Chapter 13, Problem 4DQ
Summary Introduction
Interpretation: Master production schedule and material requirements planning needs to be discussed in terms of translation to a service organization.
Concept Introduction: The master production schedule (MPS) decides what products are manufactured and when (time). Material requirement planning is a planning and
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How do the concepts of master production scheduling and material requirements planning translate to a service organization? Provide an example.
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- What deliverables should be included in a Gantt chart for ferry services?arrow_forwardExplain what distinguishes service sustems from production processes in terms of configuration and operation ?arrow_forwardEastwood Cake Factory sells chocolate cakes, birthday cakes, and specialty cakes. The factory is experiencing a bottleneck and is trying to determine which cake is most profitable. Even though Eastwood may have to limit its orders, it is concerned about customer service and satisfaction. Line Item Description Chocolate Cake Birthday Cake Specialty Cake Sales price $20.00 $45.00 $60.00 Variable cost per cake $5.00 $12.00 $20.00 Hours needed to bake, frost, and decorate 1 hour 2.5 hours 2 hours a. Compute the contribution margin per hour per cake. If required, round your answers to two decimal places. Cake Amount Chocolate cake $fill in the blank 1 Birthday cake $fill in the blank 2 Specialty cake $fill in the blank 3 b. Determine which cakes the company should try to sell more of first, second, and then last. Rank Cake 1st: 2nd: 3rd:arrow_forward
- This week we've heard a lot about companies modifying their capabilities to produce personal protection equipment (PPE) for medical staff. This includes, masks, gloves, etc. used by medical staff, as well as ventilators. What strategy to increase/modify capacity these companies are implementing to meet these needs?arrow_forwardExplain Tracking of Workflow Using RFID?arrow_forwardExplain the relationship between priority versus capacity that must exist within the production planning and control area of an industry.arrow_forward
- “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…arrow_forwardRequired information Milford Industries provides medical equipment to oncology and surgical units in major hospitals. Milford allocates indirect costs to five departments and redistributes the IDC for Quality Assurance and Engineering to the other three departments monthly. The table summarizes IDC allocation and direct labor (DL) hours for one month. Department Production Subassemblies Final assembly Quality assurance Engineering NOTE: This is a multi-part question. Once an answer is submitted, you will be unable to return to this part. Determine the IDC redistribution for each of the three departments. The IDC redistribution is as follows: Production = $ 54.54 Subassemblies = $ IDC Allocation, $ 30,000 20,000 10,000 8,500 26,000 Final assembly = $ 36.36 Actual DL Hours 550 1050 650 18.18arrow_forwardWhat a flow line for production or service?arrow_forward
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