Operations Management
17th Edition
ISBN: 9781259142208
Author: CACHON, Gérard, Terwiesch, Christian
Publisher: Mcgraw-hill Education,
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Chapter 8, Problem 9PA
Summary Introduction
To determine: The information turnaround time for a defect made at station 2.
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Hammond 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)?
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:
Station
Tasks
A
Preparation
1. Lay out chassis [12 sec]
2. Lay out screws [15 sec]
3. Lay out all other components [17 sec]
Total time for A: 44 sec
B
Assembly
4. Perform task AS1 [10 sec]
5. Perform task AS2 [10 sec]
6. Perform task AS3 [20 sec]
Total time for B: 40 sec
C
Assembly
7. Perform task AS4 [14 sec]
8. Perform task AS5 [16 sec]
9. Perform task AS6 [20 sec]
10. Perform task AS7 [5 sec]
Total time for C: 55 sec…
8. A base line standard is an exceptional level of service True / False
24.Customer satisfaction is the result of expectations being met True/False
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
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- 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: Station Tasks A Preparation 1. Lay out chassis [12 sec] 2. Lay out screws [15 sec] 3. Lay out all other components [17 sec] Total time for A: 44 sec B Assembly 4. Perform task AS1 [10 sec] 5. Perform task AS2 [10 sec] 6. Perform task AS3 [20 sec] Total time for B: 40 sec C Assembly 7. Perform task AS4 [14 sec] 8. Perform task AS5 [16 sec] 9. Perform task AS6 [20 sec] 10. Perform task AS7 [5 sec] Total time for C: 55 sec…arrow_forwardA 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_forwardConsider the following four-step assembly operation with quality problems. All resources are staffed by one employee. • The first resource has a processing time of 5 minutes per unit. • The second resource has a processing time of 6 minutes per unit. • The third resource has a processing time of 3 minutes per unit. With a 30 percent probability, the flow unit coming out of the third resource has to be reworked. In that case, the operations at the first, second, and third resources are repeated. You can assume that (a) rework always succeeds (i.e., a unit going through the rework loop will always work after the third resource) and (b) the processing times for units in rework are the same as for regular units. • The fourth resource has a processing time of 4 minutes per unit. With this information in hand, answer the following questions: • What is the bottleneck process? • What is the capacity of the process?arrow_forward
- Is there a way to increase the machine's output while minimizing the time it requires maintenance?arrow_forwardSmooth 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_forwardThese four phases make up a machine cycle, which is also known as a process loop. What percentage of a machine's cycle time do you value the most? Should I be concerned about replacing parts of the machine cycle when they wear out? Is the problem of switching modules improved by adding a second module?arrow_forward
- (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?arrow_forwardArticle to refer for the question below; Robot- delivered Jajangmyeon NoodlesSoon in Seoul’s near future, citizens will be able to order jajangmyeon Chinese-Korean noodles, buy medicine and shop for magazines at home and have them delivered by a robot in half an hour. Kim Bong-jin, the founder of South Korea’s biggest food-delivery app, is betting that autonomous gadgets the size of a small cooler will help his Baedal Minjok delivery service keep a grip on a market filled with new entrants. The goal is to cut costs, reduce delivery-related accidents and cope with a labour shortage in one of the world’s fastestaging nations. Kim is confident that his Dilly robots will start deliveries within three years.Woowa Brothers Corp, the company behind Baedal Minjok, raised US$320mil from Hillhouse Capital, Sequoia Capital and GIC in the US to help develop a prototype that’s set to roll out soon. The goal is to tap into a global service robotics market projected to almost triple to US$29.8bil by…arrow_forwardArticle to refer for the question below; Robot- delivered Jajangmyeon NoodlesSoon in Seoul’s near future, citizens will be able to order jajangmyeon Chinese-Korean noodles, buy medicine and shop for magazines at home and have them delivered by a robot in half an hour. Kim Bong-jin, the founder of South Korea’s biggest food-delivery app, is betting that autonomous gadgets the size of a small cooler will help his Baedal Minjok delivery service keep a grip on a market filled with new entrants. The goal is to cut costs, reduce delivery-related accidents and cope with a labour shortage in one of the world’s fastestaging nations. Kim is confident that his Dilly robots will start deliveries within three years.Woowa Brothers Corp, the company behind Baedal Minjok, raised US$320mil from Hillhouse Capital, Sequoia Capital and GIC in the US to help develop a prototype that’s set to roll out soon. The goal is to tap into a global service robotics market projected to almost triple to US$29.8bil by…arrow_forward
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