EBK OM
6th Edition
ISBN: 9781305888210
Author: Collier
Publisher: YUZU
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 7, Problem 12PA
Summary Introduction
Interpretation: Average time spent by a part in the workstation is to be calculated.
Concept Introduction:
The average work-in-process is being used to determine the progress of the work done and the ongoing work. Process rate and average time spent plays an important role in calculating the average work in process.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
(a) T. Smunt Manufacturing Corp. has the process displayed below. The drilling operation occurs
separately from and simultaneously with the sawing and sanding operations. The product only
needs to go through one of the three assembly operations (the assembly operations are
"parallel").
ASSEMBLY
SAWING
SANDING
78 min/unit
15 min/unit
15 min/unit
WELDING
ASSEMBLY
DRILLING
25 min/unit
78 min/unit
27 min/unit
ASSEMBLY
78 min/unit
1. Which operation is the bottleneck?
2. What is the throughput time for the overall system?
3. If the firm operates 8 hours per day, 22 days per month, what is the monthly capacity
of the manufacturing process?
4. Suppose that a second drilling machine is added, and it takes the same time as the
original frilling machine. What is the new bottleneck time of the system?
5. Suppose that a second drilling machine is added, and it takes the same time as the
original drilling machine. What is the new throughput time?
A production process at Brianna Bryant Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through
only one of the three assembly operations (the operations are in parallel).
a)
is the bottleneck.
1.8 units/hr
Sawing
minutes per unit (round your response to two decimal places).
5 units/hr
Sanding
Drilling
5 units/hr
b) The bottleneck time is
c) The throughput time of the overall system is
minutes (round your response to two decimal places).
d) If the firm operates 11 hours per day, 20 days per month, the monthly capacity of the manufacturing process is
Welding
2.5 units/hr
Assembly
0.8 units/hr
Assembly
0.8 units/hr
Assembly
0.8 units/hr
units (enter your response as a whole number).
Q
Consider the assembly line of a laptop computer. The line consists of 10 stations and operates at a cycle time of 2 minutes/unit. Their most error-prone operation is step 2. There is no inventory between the stations because this is a machine-paced line. Final inspection happens at station 10.
What would be the information turnaround time for a defect made at station 2?
answer:_______minutes
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- A machine cycle, commonly referred to as a process loop, is made up of these four individual components. Which aspects of the machine's functioning are most important and why? Should one be worried with the replacement of each individual component that makes up the machine cycle? Does the installation of a second module make it such that switching between them isn't as much of a problem?arrow_forwardXyz Company makes a product that experiences the following activities and times: Hours Processing (two departments) 45.0 Inspecting 3.0 Rework 7.5 Moving (three moves) 12.0 Waiting (for the second process) 36.0 Storage (before delivery to customer) 46.5 Compute the MCE.arrow_forwardThe casino is considering the purchase of a second coin-wrapping machine What impact would this have on the hard count process? Is this the most desirable machine to purchase?arrow_forward
- Registration at Southern University has always been a time of emotions, commotions and lines. students must move among 4 stations to complete the process. last semester's registration is in fig. 9.20. 450 students moved from the paperwork station (A) to advising (B) and 550 students went directly from (A) to pick up class cards (C). preregistered graduate students went directly to pay (D). A to D is in a linear fashion and the distance from A to B, B to C and C to D is 30feet. a. calculate the movement cost or 'load x distance' of the layout b. provide an improved layout and provide its movement costarrow_forwardWilliams Performance Co. manufactures sports cars. After making a sale, the salesperson sends thecar to be detailed before the customer takes it home. Detailing the car takes 30 minutes at a cost of$15 per hour for direct labor and $5 per car for materials. If the company is open 5 days per week andsells an average of five cars per day, what is the average cost per 5-day week for detailing cars?arrow_forwardMelissa's Photo Studio offers both individual and group portrait options. The process flow diagram below shows that all customers must first register and then pay at one of two cashiers. Then depending on if they want a single or group portrait they go to different rooms. Finally everyone picks up their own finished portrait. Q Registration (4 min) Cashier A (4 min) Cashier B (6 min) Individual portrait taken (12 min) Group portrait tåken (15 min) Pick up portrait (5 min) ✔ a. How long, on average, does it take to complete the entire process for a group portrait? minutes. (Enter your response as an integer.) b. What single activity is the bottleneck for the entire process, assuming the process receives equal amounts of both groups and individuals? c. What is the capacity of the bottleneck per hour? The capacity of the bottleneck for individuals is Registration Cashier's desk Portrait taken Picking up portraits customers and the capacity of the bottleneck for groups is groups. (Enter…arrow_forward
- An assembly line is to be designed to operate 13 hours per day and supply a steady demand of 325 units per day. Here are the tasks and their performance times: TASK PRECEDINGTASKS PERFORMANCE TIME (SECONDS) TASK PRECEDINGTASKS PERFORMANCETIME (SECONDS) a — 48 g d 43 b — 58 h e 38 c — 73 i f 23 d a 63 j g 33 e b 88 k h, i 53 f c 23 l j, k 67 A) What is the efficiency of your line balance? B) Suppose demand increases by 10 percent. How would you react to this? Assume that you can operate only 13 hours per day in regular time. (Round your answers to the nearest whole number.)arrow_forwardA Jack-in-the-box toy includes two components, the jester (part A) and the box (part B). The following flowchart demonstrates its manufacturing process. Production of Part A A.1 A.2 C.1 C.2 B.1 B.2 В.3 Production of Part B Final assembly It takes two steps, A.1 and A.2, to make part A, performed by two dedicated workstations, respectively: A.1 has a process time of 3 minutes; A.2 has a process time of 8 minutes. It takes three steps, B.1, B.2, and B.3, to make part B, performed by three dedicated operators, respectively: B.1 has a process time of 5 minutes; R2 hac a nrocece timo of 8 minutoearrow_forwardA manufacturer's average WIP inventory for Part #1845 is 776 parts. The workstation produces parts at the rate of 255 parts per day. Use the Excel template Little's Law to find the average time a part spends in this workstation.arrow_forward
- Smooth Chin Device Company The Smooth Chin Device Company is a manufacturer of high-end electric razors. These razors are produced using a machine-paced process. For each razor, a tray with components enters the process at the beginning of a conveyor belt. The tray then passes through the six steps (consisting of various tasks) explained in the table below. Workers perform the assembly operations on the moving tray. The last step consists of an inspection of the then fully assembled razor. The activity times of the process are as follows: There are six workers, one at each of the six stations (A-F). They begin their workday at 8:00 a.m. and work steadily until 4:00 pm. (They are replaced with other workers for breaks and lunches, but the production is not slowed or stopped during these times.) Their hourly wage rate is $25 per hour. You can assume unlimited demand. What is the process capacity (you can ignore any start-up or empty system effects), in razors/hour?arrow_forwardDave Grubbs of Grubbs Auto Body has five cars waiting for Economy Detailing. An Economy Detailing consists of a wash and then a hand wax. Cars cannot be waxed until they are washed. ROUND UP (39/5) & (39/10). Wash (hours) Wax (hours) (J)aguar 39/5 5 (C)adillac 5 3 (F)ord 1 39/10 (H)onda 2 1 (L)exus 4 4 What schedule produces the shortest time span in which these orders can be completed? Sequence: ____ , _____ , _____ , ______ , ______ Create a Gantt chart for the optimal sequence (shortest time span). How many hours does it take to complete the five orders? For the schedule in question “a”, how many hours is the waxing task idle? When will Dave finish the Cadillac? What is the average order completion time?arrow_forwardK Borges Machine Shop, Inc., has a 1-year contract for the production of 75,000 gear housings for a new off-road vehicle. Owner Luis Borges hopes the contract will be extended and the volume increased next year. Borges has developed costs for three alternatives. They are general-purpose equipment (GPE), flexible manufacturing system (FMS), and expensive, but efficient, dedicated machine (DM). The cost data follow: Annual contracted units Annual fixed cost Per unit variable cost General-Purpose Equipment (GPE) 75,000 $100,000 $15.00 Flexible Manufacturing System (FMS) 75,000 $225,000 $14.75 Dedicated Machine (DM) 75,000 $500,000 $13.00 Based on the total cost, the process that is best suited for the current contracted volume is Suppose the contracted volume changes to 275,000 gear housings. Based on the total cost, the process that is best suited for the new volumo inarrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Operations Management
Operations Management
ISBN:9781259667473
Author:William J Stevenson
Publisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...
Operations Management
ISBN:9781259666100
Author:F. Robert Jacobs, Richard B Chase
Publisher:McGraw-Hill Education
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...
Operations Management
ISBN:9781478623069
Author:Steven Nahmias, Tava Lennon Olsen
Publisher:Waveland Press, Inc.