A production process consists of a three-step operation. The scrap rate is 16 percent for the first step and 11 percent for the other twosteps.a. If the desired daily output is 450 units, how many units must be started to allow for loss due to scrap? (Do not round intermediatecalculations. Round up your final answer to the next whole number.)Number of unitsb. If the scrap rate for each step could be cut in half at every operation, how many units would this save in terms of the scrapallowance? (Do not round intermediate calculations. Round up your final answer to the next whole number.)Number of unitsc. If the scrap represents a cost of $10 per unit, how much is it costing the company per day for the original scrap rate (i.e. the Part ascrap rate)? (Round your final answer to the nearest whole number.)Cost

Given that:Scrap rate @ Step 1 = 16Scrap rate @ Step 2 = 11Scrap rate @ Step 3 = 11Desired Daily…

Answered: A production process consists of a…

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

A manufacturing plant 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 one of the three assembly operations (the assembly operations are ‘parallel’). a) What is the bottleneck operation? b) What is the throughput time for the overall system? c) If the firm operates 10 hours a day, 21 days a month, what is the monthly and yearly capacity of the manufacturing process? d) Supposed that a second drilling machine is added, and it takes the same time as the original drilling machine. What is the new bottleneck time of the system? e) What is the new throughput time if the second drilling machine is added?
The following diagram represents a process where two components are made at stations A1 and A2 (one component is made at A1 and the other at A2). These components are then assembled at station B and moved through the rest of the process, where some additional work is completed at stations C, D, and E. Assume that one and only one person is allowed at each station. Assume that the times given for each station represent the amount of work that needs to be done at that station by that person, with no processing time variation. Assume that inventory is not allowed to build in the system. What is the average hourly output of the process when it is in normal operation?
The following processes - Tameka, Tamia, and Christian - have the following cost structure: Show all work in Excel with formulas Process Fixed Cost per Year Variable Cost per Unit Tameka $120,000 $3.00 Tamia 90,000 4.00 Christian 80,000 4.50 a. What is the most economical process for a volume of 8,000 units? b. How many units per year must be sold with each process to have annual profits of $50,000 if the selling price is $6.95 per unit? c. What is the break-even volume for each process?
For each of the following variables, explain the differences (in general) as one moves from a workcenter to an assembly line environment. a. Throughput time (time to convert raw material into product). b. Capital/labor intensity. c. Bottlenecks.
At Fraser engineering. Erix is trying to decide whether to purchase a certain part to to have it produced internally. Internal production could use either of two processes. One would entail a variable cost per unit of $17, and an annual fixed cost of $240,000. Three vendors are willing to provide the part. Vendor A has a price of $20 per-unit for any volume up to 30,000 units Vendor B has a price of $22 per-unit for demand of 1,000 units or less, and $18 per-unit for larger quantities. Vendor C offers a price of $21 per-unit for the first 1,000 units, and $19 for each additional unit. What is the correct formula to use to compare these options? Which options would be best for: I. 10,000 units? ii. 20,000 units? iii. 100,000 units? What is the value in considering these options across three very different demand values ranging from 10,000 to 100,000 units?
Based on the previous discussions, explain the seven deadly wastes in SCM and how it affects business operations. Extra Processing Defects
I am confused where your numbers are coming from. If look at the diagragm I attached. The numbers used to calculate the thoroughput (15, 20 ,12) are not any numbers found in the diagragm The miximg time is 6.5 min/batch not 15 min/dose as you indicated. Bake times are 17, 14 and 35 min/batch not 10 min/batch as you indicated Packing is 9.8 min/batch not 12 min/batch as you indicated. When figuring out weekly capacity you multiple by 7 but problem indicates 6 days/week It appears you are not solving this problem because you working with different numbers.
The process through which inputs are converted into outputs is referred to as: a. Transformation process. b. Materials handling process c. Servicing process. d. Maintenance process.
I need the answer as soon as possible
Mr. Henry produces a particular type of shoes on a Fancy line. The process involves eight different tasks. Mr. Henry would like to increase productivity on this line and asked you for some assistance. He would like to balance the assembly line in order to reduce idle time and increase efficiency. What information would you need in order to demonstrate to Mr. Henry how to balance the assembly line? Setup an example that will be used to demonstrate to Mr. Henry how to balance the Using the example that you set up in “b” above, demonstrate to Henry how to balance the line using the LOT heuristics. Based on the example above, calculate the efficiency of the line.

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