Problem 5-17 (Static)The following diagram describes a process that consists ofeight separate operations, with sequential relationshipsand capacities (units per hour) as shown.15/hr5/hr10/hrCapacity8/hr20/hr12/hra. What is the current capacity of the entire process?units per hourOperation to improveHow much additional capacity to strive forResulting capacity of the processCheck my work34/hrb. If you could increase the capacity of only one operationthrough process improvement efforts, which operationwould you select, how much additional capacity would youstrive for, and what would the resulting capacity of theprocess be?30/hrunits per hourunits per hour

Process capacity refers to the maximum output that a process can deliver within the stipulated time.…

Answered: Problem 5-17 (Static) The following…

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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Benny the Barber owns a one-chair shop. At barber college, they told Benny that his customers would exhibit a Poisson arrival distribution and that he would provide an exponential service distribution. His market survey data indicate that customers arrive at a rate of 4.0 per hour. It will take Benny an average of 8 minutes to give a haircut. Based on these figures, find the following: a. The average number of customers waiting. Note: Round your intermediate calculations to 3 decimal places and final answer to 2 decimal places. Average number of customers waiting b. The average time a customer waits. Note: Round your answer to 2 decimal places. Average waiting time minutes
Please solve and explain each process
. The School of Dentistry at Penn provides general dental care to residents of Philadelphiaon a walk-in basis. Upon arrival, customers first provide health-relevant informationsuch as personal health records and insurance provider to a receptionist who entersthe information into the computer system for the dentist to see. A dental assistant thentakes an X-ray of the patient. A dentist then performs the checkup and discusses anyissues with the patient. Depending on the day, patients might have to wait at any of theseresources. This concludes the process. Draw a process flow diagram of this process.
In a job shop, effective capacity is only 79 percent of design capacity, and actual output is 53 percent of effective output. What design capacity would be needed to achieve an actual output of 11 jobs per week? What is its effective capacity? a. The Design Capacity needed to achieve the required actual job outputs Blank 1 (round to whole number) b. The Effective Capacity needed to achieve the required actual job outputs = Blank 2 (round to whole number) Blank 1 Add your answer
PS.55 Four Corners is an IBC company that sells delicious Navajo tacos in the Crossroads Food Court. Part of their success can be attributed to the freshly fried Indian bread that is used not only for the tacos, but also for dessert items. As demand grows the fry-bread process is becoming a bottleneck. Operations management for the company is looking at two different process options to replace the highly manual process currently being used. Option 1 (medium automation) would cost $190 to implement whereas Option 2 (high automation) would cost $450. With Option 1 the variable cost per fry bread produced would be $0.23. The variable cost for Option 2 would be $0.11 per fry bread. At what volume (demand) of fry breads is the cost for the two options the same? (Display your answer to two decimal places.) What is the total cost for either option at this break-even volume (answered in the last question)? (Display your answer to two decimal places.)
For the purpose of process analysis, which of the following measures would beconsidered an appropriate flow unit for analyzing the operation of a coffee shop?Instructions: You may select more than one answer.a. Square footage of the storeb. Number of employees working each weekc. Number of hours the store is open each weekd. Number of customers served each week
Two operations A and B in a process have cycle times of 2 seconds and 15 minutes, respectively. Which of the following can be a likely solution? Review Later a) Run operation A to make one unit every 15 minutes b) Provide a supermarket between A and B c) Run a batch of 100 pieces every 15 minutes for operation A d) All of the above
The company has the following information about its two service departments and two production departments, Cutting and Assembly: Departments SquareFeet Number ofEmployees Maintenance Department 500 20 Cafeteria Department 1,400 10 Cutting Department 1,500 60 Assembly Department 7,100 20 What is the percentage (proportional) usage of the Maintenance Department by the Cutting Department?
What is the bottleneck cycle time of this process (seconds/customer)? What is the raw processing time (T0) of this process?
Callers are helped in a process with two sequential resources. The capacities of the resources are 1 and 1.4 callers per minute. Instruction: Round your answer to three decimal places. What is the capacity of this process in terms of callers per minute?
As a public service, Scissorhands will provide a free haircut to socioeconomically disadvantaged grammar school children before the first week of school each fall. Each team member of Scissorhands can trim five children an hour, and there are a dozen members on the team. What is the capacity of this operation? a. 50 haircuts/hour b. 60 haircuts/hour c. 5 haircuts/hour d. 30 haircuts/hour
In the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 14.35 hours. The time in the welding operation is spent as follows: 3 hours waiting in front of the cutting machine for the batch to start, 2 hours waiting for the setup of the machine, 1 hour waiting for the other pieces of the batch to go through cutting, 2 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, 2 hour waiting for the setup of the welding machine, 0.35 hour waiting for the other pieces of the batch to go through welding, 0.25 minute at the welding machine, and 2 hour waiting for the transfer to the next department. (Round your percentage answer to 4 decimal places.) Determine the exact flow time. What is the value-added percentage of the flow time? percent

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