17.22. Updike Upholstery cuts and sews fabric for custom orderedchairs, ottomans, and sofas. Often, the more complicated patternsare for the smaller pieces, where cutting is more time-consumingthan sewing. Thus, cutting and sewing times vary. Today's list ofjobs, shown below, are for an important customer who needs themshipped out (in one shipment) as soon as possible. Determine thesequence of jobs that will complete the customer's order as quicklyas possible, and notify the customer when the order is expectedto ship.JobsCuttingSewingА426.313431E

The scheduling as per Johnson rule can be done as follows:

Answered: 17.22. Updike Upholstery cuts and sews…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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Two techniques for reducing rework expenses should be provided. Consider the need of progressive delivery across both tactics.
5. Flo's Quick-Lube performs fast oil changes (A) and checks for tire pressure and wear (B) and brakes and alignment (C) according to the process flow indicated by the diagram below. Each incoming car is put on a jack while one technician performs task A and another simultaneously performs task B and a third performs task C (which must follow task B due to the limited space under the vehicle on the jack). The server for task A takes on average 3 minutes to process a job, the server for task B takes on average 2 minutes to process a job, and the server for task C takes on average 2 minutes to process a job. Server A can be operated in parallel with Servers B and C. All processing times are random and exponentially distributed, and jobs are allowed to queue in front of each server. (You can assume that the number of jacks is sufficient to allow any length of queue.) (a) AND B A C Figure 1: Flo's Process Flow What is the capacity of the process (in orders/minute)?
(Note: Task N is a dummy task. It must be included in the relationships, but its duration is 0. Be sure its duration is set to 0) Please see attached charts and diagram. Assign the following resources to the tasks. All resources will be full time. (Set the leveling to manual first). Task Resource Cost / Day A R1 200 B R2 300 C R3 300 D R4 300 E R2 300 F R4 300 G R1 200 H R5 200 I R6 400 J R5 200 K R1 200 L R3 300 M R2 300 N - - 1. Check for over-allocation. Which resources are over allocated? 2. Level if necessary. Then determine the new critical path and duration. 3. What is the total cost of the project (Fixed + Resource cost)? How much does the project need in the first, second, and third weeks?
For each of the problems listed, indicate precisely what or who would correspondto jobs and who or what would correspond to machines. In each case discuss whatobjectives might be appropriate and special priorities that might exist.a. Treating patients in a hospital emergency room
(Note: Task N is a dummy task. It must be included in the relationships, but its duration is 0. Be sure its duration is set to 0) Please see attached charts and diagram. Assign the following resources to the tasks. All resources will be full time. (Set the leveling to manual first). Task Resource Cost / Day A R1 200 B R2 300 C R3 300 D R4 300 E R2 300 F R4 300 G R1 200 H R5 200 I R6 400 J R5 200 K R1 200 L R3 300 M R2 300 N - - 2. Level if necessary. Then determine the new critical path and duration. 3. What is the total cost of the project (Fixed + Resource cost)? How much does the project need in the first, second, and third weeks?
time (hours) pH 7.00 7.30 6.99 7.00 Assignment 1 2 7.12 7.25 7.12 7.20 3 720 7.16 720 7.16 4 6.98 7.00 6.94 7.00 5 6.99 6.99 6.99 6.98 6 7.00 6.93 7.02 6.93 7 6.92 7.00 6.92 7.02 Construct the X-Bar charts and R- charts 6.88 6.82 6.94 6.99 7.10 7.00 7.00 7.00 for reporting your results 10 721 7.02 721 7.04 11 7.01 6.86 7.01 6.90 12 6.86 6.98 6.90 6.98 13 6.90 7.00 6.87 7.00 14 7.01 7.04 7.01 7.05 15 7.00 6.95 7.00 6.99 16 7.09 7.20 7.03 7.20 17 6.89 7.14 6.87 7.15 18 6.98 6.80 6.98 6.89 19 7.00 6.90 7.00 6.90 20 7.20 7.00 723 7.00 21 7.04 7.03 7.08 7.00 22 6.90 6.92 6.98 6.92 23 7.00 7.00 7.00 7.00 24 7.00 6.97 7.01 6.98
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..15.19 The following jobs are waiting to be processed at Julie Morel's machine center: PRODUCTION JOB DATE ORDER RECEIVED DAYS NEEDED DATE ORDER DUE A 180 200 175 230 210 AB B n D E 110 120 122 125 130 20 30 10 16 18 In what sequence would the jobs be ranked according to the fol- lowing rules: (a) FCFS, (b) EDD, (c) SPT, and (d) LPT? All dates are according to shop calendar days. Today on the planning cal- endar is day 130, and none of the jobs have been started or sched- uled. Which rule is best? Px
Critically discuss what is meant by Goldratt’s critical chain as referred to in the case study, and how effective it is in scheduling resource constrained projects. Present examples to illustrate points crafted in the discussion
Explain the batch flow and continuous flow process in manufacturing
5. Marta works on an auto assembly line. Last year she was responsible for welding the upper panel of the wheel well onto the left rear wheel area. This year, she is also responsible for welding all parts of the entire left rear wheel area and checking for quality workmanship. Marta's position underwent a job redesign using a) job specialization. b) job enlargement. c) job rotation. d) job enrichment.
i got a question and i have answered is already half of it i need help with the rest: As Patrick Sportwear Co. completes plans for its new assembly line in Liverpool, it identifies 30 different tasks in the production process. VP of Operations Kevin Keegan now faces the job of balancing the line. He lists precedences and provides time estimates for each step based on work-sampling techniques. His goal is to produce 1.000 football shoes per standard 35-hour workweek. Task Time (sec) Immediate Predecessors Task Time (sec) Immediate Predecessors B1 50 - E2 18 G5, F3 K4 24 B1 A4 10 E1 K9 27 B1 E3 109 F3 J1 66 B1 D6 53 F4 C2 12 - D7 72 F9, E2, E3, K9 J2 22 B1 C1 78 F7, A4 J3 3 C2 D8 78 E3, D6 D5 6 - D9 37 D6, A4 G4 79 K4, K9 C3 40 F9, D7 G5 29 K9, J1 B3 72 D7, D8, D9, C1 F3 32 J2 B5 108 C1 F4 92 J2 A1 52 B5…

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