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Instructions
review the Scenario – Cisco Metals
On January 3, 2018, following the Christmas production shutdown, there was a 2 day delay in
the start-up of a production line at Cisco Metals. Over the Christmas shutdown, there was
repair work happening on the furnaces in the facility. Thirty coils were being replaced in one of
the furnaces.
The delay cost 2 days of production at about $7000 per day. There were also 14 additional
people on each crew working around the clock because of the maintenance delay. This delay
was due to the maintenance staff not having the grinding wheels needed to cut this particular
coil from the furnace. The grinding wheels they had were #62 and they needed #62-2.
Maintenance had put in a request 4 weeks ago and received the wheels a week later, but did
not realize they had the incorrect grinding wheels until the job was started.
The purchasing department substituted #62 wheels for the #62-2 wheels that were originally
requested. They appeared to be the same wheel and the #62 wheels were $40 less than the
#62-2 grinding wheels. Purchasing regularly substitutes a less expensive part if it provides the
same function. In this case, the material was different between the two grinding wheels and
had been selected specifically for cutting the alloy that had been used in the furnace coils.
The #62 wheels cut much slower and kept breaking which was dangerous though no one had
been injured. The delay came from the slow cutting time, work stoppage, and waiting for the
original #62-2 wheels that were now being sent on an emergency basis.
2) Create a Cause-and-Effect Relationship Chart Start small using a basic linear flow. Then use questions
to fill in the details by adding causes horizontally and vertically to reflect additional information and/or
"necessary and sufficient logic".
Should contain, must have/follow these
The causes identified are sufficient to produce the associated effect
The causes identified in the map are necessary to produce the linked effects
Impacted goal is properly identified
Enough detail is provided in the map that the final causes are solved, they will prevent the issue.
Evidence of causes is provided where possible.
Leadership, ideas, and collaboration shown in MSTeams and/or participation in at least one meeting with
group
provide me
with whats needs to be filled into the cause , effect, event ,
and other boxes of the cuase
and effect (fish bone ) diagram i'm making now
a day ago
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Helpful Assistant
Here is a draft cause-and-effect relationship chart for the scenario you provided:
'''python
Cause-and-effect relationship chart for grinding wheel issue at Cisco Metals
Effect:
Production delay at Cisco Metals
Causes:
Maintenance repair work on furnaces over Christmas shutdown
30 coils being replaced in one furnace
Grinding wheels needed to cut coil from furnace (#62-2)
Maintenance requested #62-2 wheels 4 weeks prior
Purchasing department substituted #62 wheels instead of #62-2
Thought #62 wheels would have same function
But material was different
#62 wheels cut much slower than #62-2 wheels
Kept breaking, causing work stoppages
Had to wait for emergency shipment of #62-2 wheels
Additional impacts:
2 days of lost production at $7,000 per day
14 additional crew members working overtime due to delay
Goal impacted:
On-time startup of production line after Christmas shutdown
'''
Please let me know if you need any part of the cause-and-effect chart filled in or expanded on further.
I've captured the key information provided, but happy to add more details if helpful for your analysis.
Just provide the specific areas you need more information on.
Claude Instant
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put it into a diagram for easier visual representation that can be understood easily
a few seconds ago
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Helpful Assistant
Here is the cause-and-effect relationship chart converted into a fishbone diagram:
'''python
Production delay at Cisco Metals
|
|
|
|
|
Maintenance
Purchasing
Consequences
repair work
department
of delay
over Christmas
substitution
shutdown
|
|
___________________
|
|
30 coils
Chose #62 wheels
replaced
instead of #62-2
|
|
Required
Thought same
#62-2
function
wheels
|
Your preview ends here
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|
Different
material
|
Cut slower
and broke
|
Needed #62-2
emergency
shipment
Additional impacts:
2 days lost production at $7,000 per day
14 additional crew overtime
Goal impacted:
On-time startup after Christmas shutdown
'''
The fishbone diagram visually maps out the key causes identified in the scenario and shows how they
relate to and contributed to the main effect of production delay at Cisco Metals. Please let me know if
you need any part of the diagram expanded on or explained further.
Related Questions
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I need help with part a b and c in question 2. Question one is listed because it is referenced in question 2. Any help with question 2 would be appreciated even if it is not all 3 parts.
thank you
1. A certain batch of parts is routed through six machines in a batch production plant. The setup and operation times for each machine are given in the table below. Batch size is 200 and the average nonoperation time per machine is15 hr. Determine (a) manufacturing lead time and (b) hourly production rate for operation 4.Machine 1 2 3 4 5 6Setup time (hr) 5 3 6 4 5 3Operation time (min) 3.0 3.3 8.2 3.9 4.5 2.3
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Q1
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Procedure:
1. Copy the following table on a separate sheet of paper.
2. List all knowns
3. List all unknowns
4. List all equations that you need to use
5. Draw a diagram of the problem
6. Substitute and solve the problem. Be sure to show your work (1pt).
7. Final Answer
8. Take a picture and upload your answer!
Problem:
A 25 ft long solid steel rod is subjected to a load of 10,000 lb. This load causes the rod to stretch
0.477 in. The modulus of elasticity of the steel is 30,000,000 psi. Determine the diameter of the rod.
(precision of 0.00)
Table:
#1
Substitute and Solve:
Knowns:
Draw:
Unknowns:
Equation:
Final Solution
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Machine time available per week
Actual run rate this week
Ideal run rate
Defect-free output this week
Total output this week (including defects)
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1-b. Efficiency rate.
1-c. Quality rate
1-d. Overall equipment effectiveness
7,500 minutes
12,500 minutes
2-a. Utilization loss in units
2-b. Efficiency loss in units
2-c. Quality loss in units
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7 units per minute
Required:
1. and 2. With respect to the company's overall equipment effectiveness, calculate the following:
Note: Do not round intermediate calculations. Round final answers to 2 decimal places and "Units" answers to the nearest whole
number.
37,800 units
47,250 units
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14.15 ANSWER A AND B
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Item A
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
60
65
0
90
0
55
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85
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On-hand Inventory
Net Requirement
Planned Order Receipt
Planned Order Release
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