Concept explainers
Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.
Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.
Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.
Answer to Problem 1DQ
Taking the process of getting ready for office and reaching the office:
- It is seen that preparing and eating breakfast is the constraint most of the time.
- At other times, driving to office becomes the constraint (due to allocated reasons).
Explanation of Solution
The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:
In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.
The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.
Want to see more full solutions like this?
Chapter 5 Solutions
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
Additional Business Textbook Solutions
Operations Management
Principles Of Operations Management
Operations and Supply Chain Management 9th edition
OPERATIONS MANAGEMENT IN THE SUPPLY CHAIN: DECISIONS & CASES (Mcgraw-hill Series Operations and Decision Sciences)
Loose-leaf for Operations Management (The Mcgraw-hill Series in Operations and Decision Sciences)
Business in Action (8th Edition)
- Draw a generic diagram of a business process of your choice BEFORE ERP Systems?arrow_forwardExplain the term traditional assembly line operations? how are these operations efficient?arrow_forwardUsing the information below answer the following questionsa) What is the bottleneck in the process – show your work by demonstrating the workloadby product and station.b) Using the traditional (margin) based model what is the order of priority of the 4 products,and how many of each can they produce BY MONTH. Show your math for determiningthe order of priority and for determining the number of unitsc) Using the bottle keck based model what is the order of priority of the 4 products, andhow many of each can they produce BY MONTH. Show your math for determining theorder of priority and for determining the number of unitsd) What is the profit using the traditional method – show your mathe) What is the profit using the bottleneck method – show your mathThe factory runs one 8-hour shift per day per station, operates five days a week. The skilledemployees get paid $25 / hour. In addition, the factory has a weekly overhead of $2000. Due touncertainty in the demand planning, management has…arrow_forward
- The administration of a tertiary institution in Ghana has requested that you develop and install an ERP system to handle their internal processes. The system should prioritize student records, student fees management, student assessment, human resource operations, and payroll administration, among other things. Answer the following question based on this preamble. What exactly is an ERP system?arrow_forwardCanine Kernels Company (CKC) manufactures two different types of dog chew toys (A and B, sold in 1,000-count boxes) that are manufactured and assembled on three different workstations (W, X, and Y) using a small-batch process (see the following figure). Batch setup times are negligible. The flowchart denotes the path each product follows through the manufacturing process, and each product’s price, demand per week, and processing times per unit are indicated as well. Purchased parts and raw materials consumed during production are represented by inverted triangles. CKC can make and sell up to the limit of its demand per week; no penalties are incurred for not being able to meet all the demand. Each workstation is staffed by a worker who is dedicated to working on that workstation alone and is paid $6 per hour. Total labor costs per week are fixed. Variable overhead costs are $3,500/week. The plant operates one 8-hour shift per day or 40 hours/week. The senior management at Canine…arrow_forwardSteel City Juice is a local company that makes two kinds of juice: orange juice and apple juice.Demand for orange juice is 60 barrels/hr, while demand for apple juice is 40 barrels/hr. The company only has one machine to extract juice from raw fruit. The machine can extract orange juice at a speed of 150 barrels/hr, or apple juice at 120 barrels/hr. Switching from one type to the other requires 30 minutes cleanup time.Please provide a production schedule and an associated process flow diagram that (i) cycles repeatedly through the two kinds, (ii) meets the required demand, and (iii) minimizes the amount of inventory held. (Here it is assumed that the production machine runs 24 hours a day, 7 days a week ) and what is the maximum inventory level of orange juice?arrow_forward
- There are five things that are important to managing bottlenecks, which is the most important and why?arrow_forwardCapacity Constraints (the chart is in the picture below) A visa application process from a Tumaritis country can be described in the chart below. The head of visa administration notices that the visa application process has gone wrong and decides to check the whole process. Questions:a. Explain the difference between bottlenecks and constraints (answered)b. Identify the bottleneck of this process and explain your answer (answered)c. Calculate the throughput time of the above process and explain how many files can be processed in 1 hour? (answered)d. Explain how to solve the problem in the above process. (not yet answered)arrow_forwardDescribe the techniques to deal with bottleneck operations and some of those techniques that does not decrease throughput time ?arrow_forward
- There is a canteen set up serving food (Breakfast, Lunch, Snacks-tea, and Dinner) to 500 students in a B school. It has a huge well-furnished dining hall and has a serving zone where students queue to pick up their eatables. The Institute director, during his regular Gemba walks in the canteen, has seen a lot of inefficiency in the related operational processes and needs a major improvement. (a)Provide one relatable and relevant example of five of the eight wastes under Lean systems which are likely to be witnessed in the canteen. (b)Recommend lean tools & techniques/system solutions to be employed for curbing each of those five wastes with a line on justification. (c) Suggest three key enablers and measures track the progress on lean in the canteen.arrow_forwardCanine Kernels Company (CKC) manufactures two different types of dog chew toys (A and B, sold in 1,000-count boxes) that are manufactured and assembled on three different workstations (W, X, and Y) using a small-batch process (see Figure). Batch setup times are negligible. The flowchart denotes the path each product follows through the manufacturing process, and each product’s price, demand per week, and processing times per unit are indicated as well. Purchased parts and raw materials consumed during production are represented by inverted triangles. CKC can make and sell up to the limit of its demand per week; no penalties are incurred for not being able to meet all the demand. Each workstation is staffed by a worker who is dedicated to work on that workstation alone, and is paid $6 per hour. Total labor costs per week are fixed. Variable overhead costs are $3,500/week. The plant operates one 8-hour shift per day, or 40 hours/week. Which of the three workstations, W, X, or Y, has the…arrow_forwardDiscuss three reasons why assembly-line processes are usually more efficient than batch processes. Also, how are assembly-line processes less flexible than batch processes?arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,