Q1 (Process Analysis) - An MSU startup is contemplating a new process to refurbish and recycle rundown equipments. The five steps to the process are: Description Time Required per equipment 2 12345 Step 1 Register for the process Strip off bad parts 3 Scrub and clean parts 4 Insert new parts 5 Polish and deliver 10.0 minutes 15.0 minutes 8.0 minutes 10.0 minutes 12.0 minutes One employee will be assigned to each step. Employees will work a 40-hour week (no breaks) and rotate jobs each week. City of Lansing requires 200 refurbished equipments per week but they are unsure that the MSU startup can deliver.
Q1 (Process Analysis) - An MSU startup is contemplating a new process to refurbish and recycle rundown equipments. The five steps to the process are: Description Time Required per equipment 2 12345 Step 1 Register for the process Strip off bad parts 3 Scrub and clean parts 4 Insert new parts 5 Polish and deliver 10.0 minutes 15.0 minutes 8.0 minutes 10.0 minutes 12.0 minutes One employee will be assigned to each step. Employees will work a 40-hour week (no breaks) and rotate jobs each week. City of Lansing requires 200 refurbished equipments per week but they are unsure that the MSU startup can deliver.
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
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Transcribed Image Text:Q1 (Process Analysis) - An MSU startup is contemplating a new process to refurbish and
recycle rundown equipments. The five steps to the process are:
Step
Description
1
Register for the process
2
Strip off bad parts
3
Scrub and clean parts
4
Insert new parts
5
Polish and deliver
Time Required per equipment
10.0 minutes
15.0 minutes
8.0 minutes
10.0 minutes
12.0 minutes.
One employee will be assigned to each step. Employees will work a 40-hour week (no breaks)
and rotate jobs each week. City of Lansing requires 200 refurbished equipments per week but
they are unsure that the MSU startup can deliver.
a. Create a column chart that displays the cycle time for each of the 5 steps.
b. What is the processing rate for each step, in Equipments/Hour?
Step
1
2
3
Processing Rate (equipments/hour)
6
4
7.5
4
5
6
5
c. What is the bottleneck?
I believe that the bottleneck is Step 2 as that step takes the longest.
d. Assuming the process runs as designed, what is the maximum weekly output?
Maximum Weekly Output is 160 because of the bottleneck in Step 2.
e. List three alternative solutions that can achieve throughput of 200 equipments per week and
how might they be accomplished? Which of the 3 solutions do you think is the best (and
why)?
The problem is the bottleneck in stage 2, some solutions to this can be by scheduling overtime, leasing better equipment, or purchasing additional capacity through subcontracting.
I think that the best solution is to increase overtime because it should not be too much overtime for the employee in step 2 to get 40 more units produced. Additionally, I think it
would be cheaper than outscouring the work and I think that buying better, more efficient equipment might not be profitable because the job is only for this week.
Transcribed Image Text:Q2. A pizza place is considering opening a drive-through window for customer pickups. It is estimated that at peak times (6-
9pm and 1-3am), customers will arrive at a rate of 20 per hour. The worker who will staff the window can serve customers at
the rate of one every 2.8 minutes. For the peak times, what is the:
part A
utilization of the window worker based on the worker's max output rate?
part B
average number of customers in the waiting line if the waiting time per customer is 30 minutes?
Assume the worker's service rate matches with the demand rate (i.e., customers arriving at 20 per hour).
Hint: use Little's Law to solve.
part C
average customer waiting time in line (in minutes) if average number of customers is 6?
Suppose we are not sure of the demand rate but the worker is working at the max service rate.
Hint: use Little's Law to solve.
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