Operations Management
17th Edition
ISBN: 9781259142208
Author: CACHON, Gérard, Terwiesch, Christian
Publisher: Mcgraw-hill Education,
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 8, Problem 4PA
Summary Introduction
To determine: The exact flow time and the value-added percentage of the flow time.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
In the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 16.65 hours. The time in the welding
operation is spent as follows: 3 hours waiting in front of the cutting machine for the batch to start, 3 hours waiting for the setup of the
machine, 1 hour waiting for the other pieces of the batch to go through cutting, 1 minute at the cutting machine, and 3 hours waiting for
the transfer to the welding machine. Then, at the welding machine, the unit spends 2 hour waiting in front of the welding machine for
the batch to start, 2 hour waiting for the setup of the welding machine, 0.65 hour waiting for the other pieces of the batch to go
through welding, 0.4 minute at the welding machine, and 2 hour waiting for the transfer to the next department.
(Round your percentage answer to 4 decimal places.)
Determine the exact flow time. What is the value-added percentage of the
flow time?
percent
cetion
MacBook Air
ww.
In the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 14.35 hours. The time in the welding
operation is spent as follows: 3 hours waiting in front of the cutting machine for the batch to start, 2 hours waiting for the setup of the
machine, 1 hour waiting for the other pieces of the batch to go through cutting, 2 minute at the cutting machine, and 3 hours waiting for
the transfer to the welding machine. Then, at the welding machine, the unit spends 1 hour waiting in front of the welding machine for
the batch to start, 2 hour waiting for the setup of the welding machine, 0.35 hour waiting for the other pieces of the batch to go
through welding, 0.25 minute at the welding machine, and 2 hour waiting for the transfer to the next department.
(Round your percentage answer to 4 decimal places.)
Determine the exact flow time. What is the value-added percentage of the
flow time?
percent
In the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 11.5 hours. The time in the welding operation is spent as follows: 2 hours waiting in front of the cutting machine for the batch to start, 2 hours waiting for the setup of the machine, 1 hour waiting for the other pieces of the batch to go through cutting, 1 minute at the cutting machine, and 3 hours waiting for the transfer to the welding machine. Then, at the welding machine, the unit spends 1 hour waiting in front of the welding machine for the batch to start, 1 hour waiting for the setup of the welding machine, 0.5 hour waiting for the other pieces of the batch to go through welding, 0.5 minute at the welding machine, and 1 hour waiting for the transfer to the next department.
Determine the exact flow time. What is the value-added percentage of the flow time?(round percentage answer to 4 decimal places.)
answer:_______percent
Chapter 8 Solutions
Operations Management
Ch. 8 - Prob. 1CQCh. 8 - Prob. 2CQCh. 8 - Prob. 3CQCh. 8 - Prob. 4CQCh. 8 - Prob. 5CQCh. 8 - Prob. 6CQCh. 8 - Prob. 7CQCh. 8 - Prob. 8CQCh. 8 - What are the two pillars of the Toyota Production...Ch. 8 - Prob. 10CQ
Ch. 8 - Prob. 11CQCh. 8 - Prob. 12CQCh. 8 - Prob. 13CQCh. 8 - Prob. 14CQCh. 8 - Prob. 15CQCh. 8 - Prob. 16CQCh. 8 - Prob. 17CQCh. 8 - Prob. 18CQCh. 8 - Prob. 19CQCh. 8 - A company makes two models, A and B. Which of the...Ch. 8 - Prob. 21CQCh. 8 - Prob. 22CQCh. 8 - Prob. 23CQCh. 8 - Prob. 24CQCh. 8 - Prob. 25CQCh. 8 - Prob. 26CQCh. 8 - Prob. 1PACh. 8 - Prob. 2PACh. 8 - Prob. 3PACh. 8 - Prob. 4PACh. 8 - Prob. 5PACh. 8 - Prob. 6PACh. 8 - Prob. 7PACh. 8 - Prob. 8PACh. 8 - Prob. 9PACh. 8 - Prob. 10PA
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
- 12-15 The wheat harvesting season in the American Midwest is short, and most farmers deliver their truckloads of wheat to a giant central storage bin within a two-week span. Because of this, wheat-filled trucks waiting to unload and return to the fields have been known to back up for a block at the receiving bin. The central bin is owned cooperatively, and it is to every farmer’s benefit to make the unloading/storage process as efficient as possible. The cost of grain deterioration caused by unloading delays, the cost of truck rental, and idle driver time are significant concerns to the cooperative members. Although farmers have difficulty quantifying crop damage, it is easy to assign a waiting and unloading cost for truck and driver of $18 per hour. The storage bin is open and operated 16 hours per day, 7 days per week, during the harvest season and is capable of unloading 35 trucks per hour according to an exponential distribution. Full trucks arrive all day long (during the hours…arrow_forwardHammond Inc. has analyzed the setup time on its computer-controlled lathe. The setup requires changing the type of fixture that holds a part. The average setup time has been 135 minutes, consisting of the following steps: Step Time (in minutes) Turn off machine and remove fixture from lathe 13 Go to tool room with fixture 15 Record replacement of fixture to tool room 18 Return to lathe 20 Clean lathe 17 Return to tool room 20 Record withdrawal of new fixture from tool room 12 Return to lathe 15 Install new fixture and turn on machine 8 Total setup time 138 Why should management be concerned about improving setup time? What do you recommend to Hammond Inc. for improving setup time? How much time would be required for a setup, using your suggestion in (b)?arrow_forwardAt a cruise ship terminal, each day on average 1000 passengers embark on ships. Onaverage, passengers spend 5 days on their cruise before returning to this terminal. If theflow unit is a passenger, then what are the flow rate and flow time of this process?arrow_forward
- The ClickClock corporation produces clocks with six stations. Each station is manned by a human worker, who do the following tasks: These workers get paid $ 10 an hour. Ignore any Station Task Sequence Processing Time (secs) Task Heat-stake lens to bezel Inspect bezel Clean switch holes Install set switch in bezel Total time for A Check switch travel Clean inside bezel Install module in bezel Total time for B Install battery clip in module Heat-stake battery clip in module Install two batteries in module Check switch 14 2 26 A 3 10 Preparation 1 4 18 68 23 B 6 12 Preparation 2 7 25 60 8 20 9 20 Battery 10 22 Installation 11 8. Total time for C 70 Install band Inspect band Total time for D Cosmetic inspection Final test D 12 45 Band 13 13 Installation 58 E 14 4 Packaging 15 71 Preparation Total time for E 75 Place watch and cuff in display box Place cover in display box base 16 20 17 14 Watch 18 Place owner's manual and box into tub 30 packaging Total time for F 64arrow_forwardA local bakery is renowned for its elaborately cecorated sheet cakes. Consider the following process information: One baker is ivailable to prepare the cake batter (measuring and mixing ingredients and then adding it to baking pans). On average, this takes 10 minutes to prepare two cakes, ie. to make enough batter for 2 cakes and to add the batter to 2 cake pans. Move time to add and remove them from the oven is neglig bile, it takes 32 minutes to bake cakes - the bakery has two ovens, each able to hold 2 cakes. The one pastry chef on staff puts on an amazing show that draws a crowd all day-each cake is decorated in 6 minutes. The bakery operates 8 hours per day. Answer each of the following questions: a. What is the cycle time (in minutes per cake) of each stage - preparing, baking, and decorating? b. What is the dally process capacity? Explain. c. If orders arrive at a rate of 3 cakes every 20 minutes, can the bakery meet the caily demand Explain, Note: Be clear about how you…arrow_forwardA lab provides ultrasound service to patients. The service process consists of two steps: 1. Registration. Performed by a receptionist (Salary rate = $25/hr; Process time = 6 minutes/patient) 2. Ultrasound scan. Performed by a technician (Salary rate = $30/hr; Process time = 20 minutes/patient) Note that the ultrasound images need to be read by radiologists, but we assume that they have an ample capacity and thus will not model the role in the service process. Currently, the lab has 2 receptionists and 3 technicians. The manager anticipates demand to grow to 14 patients/hr in the near future. Thus, he plans to hire more receptionists and/or technicians to increase the service capacity to at least 14 patients/hr. What would be the extra payroll cost (in dollars per hr)?arrow_forward
- ok Inces A campus deli serves 300 customers over its busy lunch period from 11:30 a.m. to 1:30 p.m. A quick count of the number of customers waiting in line and being served by the sandwich makers shows that an average of 10 customers are in process at any point in time. What is the average amount of time that a customer spends in process? Average amount of time minutesarrow_forwardMr. K’s is a very popular hair salon. It offers high quality hairstyling andphysical relaxation services at a reasonable price, so it always has unlimiteddemand. The service process includes five activities that are conducted inthe sequence described below ( the time required for each activity is shownin parenthesis):Activity 1: Welcome a guest and offer homemade herb tea (10 minutes)Activity 2: Wash and condition har (10 minutes)Activity 3: Neck, shoulder, and back stress release massage (10 minutes)Activity 4: Design and hair style and do the hair (25 minutes)Activity 5: Ring up the guest bill (5 minutes)Each activity has one employee dedicated to it. For the following questions,assume unlimited demand. Also assume that the employee at activity 1 onlyadmits new guests at the rate of the bottleneck.(a) Which resource is the bottleneck?(b) What is the capacity of the process?(c) What is the flow rate?(d) What is the utilization of the employee at activity 3(e) What is the cycle time?arrow_forwardAn average of 1200 parts arrive to the EP chamber during an 8-hour workday. Each part goes through two stages of processing. At each stage, a single product is processed at a time, and processing takes an average of 15 seconds at the first station and 12 seconds at the second station. Inter-arrival times and service times are exponentially distributed. At the end of the second step, the product goes through a quality check. 5% of the parts fail the quality check and are sent back to the second stage of service. Parts exit the system only after they pass the quality check. Ignoring the time required to perform the quality check or in moving the part through the facility, what is the average cycle time for parts?arrow_forward
- A manufacturing company has a small production line dedicated to the production of a particular product. The line has four stations in serial. Inputs arrive at station 1 and the output from station 1 becomes the input to station 2. The output from station 2 is the input to station 3 and so on. The output from station 4 is the finished product. Station 1 can process 2,700 units per month, station 2 can process 2,500/month, station 3 can process 2,300/month, and station 4 can process 2,100/month. What station sets the maximum possible output from this system? What is that maximum output number?arrow_forwardCubway, the sandwich shop, is run by Jim, Tim and Kim. When a customer arrives, Jim spends 5 minutes taking order from the customer. After this, Tim prepares bread and Kim prepares filling for the order. These activities are performed in parallel, and take 6 and 12 minutes respectively. Jim then assembles the bread and filling, which takes 4 minutes of his time. Finally, Tim spends 1 minutes in delivering the order and taking payment. What is maximum number of sandwiches Cubway can make per hour? (In other words, what is the capacity of the process in sandwiches per hour?)arrow_forwardNavern Corporation manufactures and sells custom home elevators. From the time an order is placed until the time the elevator is installed in the customer's home averages 141 days. The 141 days are spent as follows: Wait time Inspection time Process time Move time Queue time What is Navern's manufacturing cycle efficiency (MCE) for its elevators? Multiple Choice O O 41.1% 30.4% 58.9% 29 days 24 days 34 days 31 days 23 days 57.4%arrow_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.