A production line at V. J. Sugumaran's machine shop has three stations. The first station can process a unit in 7 minutes. The second station hasthree identical machines, each of which can process a unit in 24 minutes (each unit only needs to be processed on one of the three machines). Thethird station can process a unit in 6 minutes.is the bottleneck station, with a bottleneck time of minutes per unit (enter your response as a whole number).Station 3Station 1Station 2

Station 1 = 7 minutesStation 2 with 3 machines = 24 minutesStation 3 = 6 minutes

Answered: A production line at V. J. Sugumaran's…

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...

See similar textbooks

Similar questions

Find a Doctor is a small startup that helps people find a physician who best meets their needs (location, insurance accepted, etc.). During a “slow” time for it, it has 8 staff members taking calls from customers. On average, one call arrives every 5 minutes (with a standard deviation of 5 minutes). Each staff member spends on average 18 minutes with each customer (with a standard deviation of 27.00 minutes). How long does one of their customers spend, on average, waiting on hold before he or she can start speaking to a representative?
Passengers arrive at the immigration counter at a rate of one every 4 minutes, and processing their documents takes an average of 10 minutes each. There are 6 employees on duty. If a passenger isn't served immediately, how long on average would the passenger have to wait for service? a. 1.429 minutes b. 3.571 minutes c. 2.857 minutes d. 0.5 minutes
. 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 setupof 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?
Navern 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%
A Company that makes shopping carts for supermarkets and other stores recently purchased some new equipment that reduces the labor content of the jobs needed to produce the shopping carts. Prior to buying the new equipment, the company used 4 workers, who produced an average of 87 carts per hour. Workers receive $13 per hour, and machine coast was $32 per hour. With the new equipment, it was possible to transfer one of the workers to another department, and equipment cost increased by $18 per hour while output increased by four carts per hour.a) Compute the multifactor productivity (MFP) (labor plus equipment) under the Prior to buying the new equipment. The MFP (carts/$) = ( ) (round to 4 decimal places).b) Compute the % growth in productivity between the Prior to and after buying the new equipment. The growth in productivity = ( ) % (round to 2 decimal places)
During the recent pandemic, the seaport in Savannah Georgia, the third busiest in the United States, averaged loading or unloading 6.7 cargo ships per week. The average time to unload a ship is 1.90 days. Multiple cranes to load and unload the ship operate five days a week. Do not round intermediate calculations. How many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number. ___ ship(s) During the pandemic, at times, demand doubled, how many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number. ___ ship(s) If demand remains at 6.7 cargo ships per week and through better scheduling, training, and crane operations, the average time to unload a ship lowers to 1.10 days, how many ships are waiting? Round your answer up to the nearest whole number. ___ ship(s)
On average, how much time would a server need to spend on a customer to achieve a service rate μ, with 30 customers per hour?
There is only one copying machine in the student lounge of the business school. Students arrive at the rate of λ=40 per hour (according to a Poisson distribution). Copying takes an average of 50 seconds, or μ=72 per hour (according to a negative exponential distribution). a) The percentage of time the machine is used = percent (round your response to the nearest whole number). b) The average length of the queue = enter your response here students (round your response to two decimal places). c) The average number of students in the system = students (round your response to two decimal places).
Flow and waiting time through a process are affected by seasonal fluctuation in demand. What does this mean? If a corporation wants to limit the impact of this fluctuation, what steps can it take?
On average, a patient spends 5 minutes waiting and 15 minutes being treated at PSH Clinic. Given the average number of patients waiting and being treated at the clinic is 50, what is the average number of patients coming through the clinic per minute on a typical day?
Joe’s market is a small grocery store with only one checkout counter. Assume that shoppers arrive at the checkout lane at an average rate of 15 customers per hour and that the average order takes 3 minutes to ring up and bag. If Joe does not want the average waiting time in the queue to exceed 5 minutes, what would you tell Joe about his current system? Back up your statement with quantitative information and assumptions.
Customers arrive at the lone check-out desk of a certain convenience store at the average rate of 0.23 per minute. If it takes on average four minutes for the store manager to serve each customer, how many customers will on average find themselves waiting in the queue? A. 10.58 B. 0.00024 C. 3.20 D. 0.00351

SEE MORE QUESTIONS

Recommended textbooks for you

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

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

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

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

Business in Action

Operations Management

ISBN:

9780135198100

Author:

BOVEE

Publisher:

PEARSON CO

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.

SEE MORE TEXTBOOKS