5.17. Back schedule the following shop order. All times are given in days. Move time between operations is 1 day, and wait time is 1 day. Due date is day 150. Assume orders start at the beginning of a day and finish at the end of a day.
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- 5.18 Back schedule the following shop order. All times are given in days. Move time between operations is 1 day, and wait time is 1 day. Due date is day 200. Assume orders start at the beginning of a day and finish at the end of a day. Operation Number 10 20 30 Work Center Operation Time (days) 110 120 130 Stores 3 5 3 Queue Time (days) 2 3 2 Arrival Date (A.M.) 200 Finish Date (P.M.)The fixed drilling machine is a bottleneck operation in one production system. Currently, five tasks are waiting to be processed. See below the available operations data. Suppose the current date week R and that the number and time of operation the rest include operation on the fixed drilling machine. Assignment Time to processing Date of delivery Operations remaining Time to remaining operation (week) AA 4 10 3 4 BB 8 16 4 6 CC 13 21 10 9 DD 6 23 3 12 EE 2 12 5 3 Assignment Release time Size of the lot Time to processing (h / unit) Time to preparation (H) Delivery date 1 9am monday 50 0,06 4 21h monday 2 10am monday 120 0,05 3 22h monday 3 11h monday 260 0,03 5 23h monday 4 12h monday 200 0,04 2 2h Tuesday 1. Specify the priority for each task if the system shop floor control systems use each of the following sequencing rules: SPT, S / RO, EDD. 2. For each sequencing rule, calculate the time flow rate per task…Q5(a) Wonderloaf Bakery has orders for five specialty jobs A, B, C, D, and E that must be processed sequentially through two work centers baking and decoration. The amount of time in hours required for the jobs is shown in Table Q5(a). Determine the schedule sequence that minimizes the total elapsed time for five jobs using the following techniques; (i) Critical ratio; (ii) Johnson's Rule; Table Q5(a) Job (Orders Received) Processing time(hrs) Baking Hours remaining Decoration A 13 3 в 18 4 17 8 2 D 15 7 4 E 22 6 10
- 2. Production Schedule is a Mess Henry Gantt greatly contributed to the classical management system method. He created none other than: The Gantt chart, and also, the task and bonus system- still used to this day. The task and bonus plan which rewarded workers for faster work by paying them higher wages to get the job done before the standard time, and their pay was docked if it took them longer to complete the task than standard. The Gantt chart ensured companies and organizations with understanding of basic structure and priority of events. I believe in problem number two, Gantt could contribute his methods that he created and fix the production schedule with a simple Gantt chart for the employees to follow, as the production schedule is a mess. It is not clear which projects should be completed first to ensure products are being delivered to customers on time. With this issue fixed, the deliveries would be on time, motivation would rise, and productivity would follow suit. When…. Back schedule the following shop order. All times are given in days. Move timebetween operations is 1 day, and wait time is 1 day. Due date is day 200. Assumeorders start at the beginning of a day and finish at the end of a day.Scheduling at Hard Rock Café Whether it's scheduling nurses at Mayo Clinic, pilots at Southwest Airlines, classrooms at UCLA, or servers at a Hard Rock Cafe, it's clear that good scheduling is important. Proper schedules use an organization's assets (1) more effectively, by serving customers promptly, and (2) more efficiently, by lowering costs. Hard Rock Cafe at Universal Studios, Orlando, is the world's largest restaurant, with 1,100 seats on two main levels. With typical turnover of employees in the restaurant industry at 80% to 100% per year, Hard Rock General Manager Ken Hoffman takes scheduling very seriously. Hoffman wants his 160 servers to be effective, but he also wants to treat them fairly. He has done so with scheduling software and flexibility that has in- creased productivity while contributing to turnover that is half the industry average. His goal is to find the fine balance that gives employees financially productive daily work shifts while setting the schedule tight…
- CRITICAL RATIO Today is day 25 on Zyco Medical Testing Laboratories’ production schedule. Three jobs are on order,as indicated here: JOB DUE DATE WORKDAYS REMAININGA 30 4B 28 5C 27 2One approach that can be effective in reducing the impact of production bottlenecks in a job shopor batch operations setting is to use smaller lot sizes.a. What is the impact of a production bottleneck?b. Explain how small lot sizes can reduce the impact of bottleneck operations.c. What are the key trade-offs in using small lot sizes for the purpose of reducing the bottleneckeffect?d. In some cases, the location of a bottleneck will shift (i.e., sometimes it is at workstation 3,another time it is at workstation 12). Furthermore, there can be more than one bottleneck operation at the same time. How would these situations impact scheduling using small lot sizes?Job Arrived Time Due Date 8. 15 6. 11 22 C 11 8. 6. E 9. 4 9. 16 Using the information in the table and the EDD rule, what is the average days past due? days (Round off to 1 decimal place) 7, 5. 3. 8.
- 3. Eddie Irwin works in the data processing department at the local medical center. He is required to keep a weekly time card. Please fill out the time card Date Out Sun. Mon. Tues. Wed. Thur. Fri. Sat. 12/13 In 12/14 8:15am 12:30pm 12/15 8:35am 12:50pm 12/16 8:15am 12:10pm 1:15pm 8:30am 12 noon 12/17 8:25am In 12:30pm 1:10pm 1:30pm 12:45pm 1:50pm Out 4:30pm 5:10pm 5:00pm 4:20pm 5:30pm Total Hours>>> HoursStart by creating a recurring appointment with the following details: * Day & Time: The third Tuesday of every month from 9:00 to 10:00 am Range of recurrence: Beginning May 16th and ending after 8 occurrences. • Subject: Monthly Sales Meeting • Location: TBD • Reminder: 30 minutes before appointment Now use the Scheduling Assistant to schedule and send the following meeting invitation: •Day & Time: Friday, May 12th from 10:00 to 10:30 am • Subject: Community Outreach Meeting •Location: Room.Conference.Main •Required Attendees/Resources: Ima Person (Organizer); Anna Andersen; Rachel Akoi; Sharon Vasquez; Wayne Williams, Room.Conference. Main Finally, revise and respond to some calendar items. • Accept the Marketing Strategy invitation in your inbox. Send your response now without editing. .Decline the Political Action Committee invitation in your Inbox. Edit your response before sending to include the following explanation in the message body: Sorry, I try not to discuss…Next Page Question 1 Listen Financial constraints are one of the major inputs of the sales and operations planning process. True False 30 Next Page Page 1 of 10