Using customer demand data, a company estimates it needs to produce items at a takt time of 38 seconds per item. Based on the operator loading chart shown (as is, without balancing), this process can meet takt time. TRUE OR FALSE

Using customer demand data, a company estimates it needs to produce items at a takt time of 38 seconds per item. Based on the operator loading chart shown (as is, without balancing), this process can meet takt time. TRUE OR FALSE

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

Workers have an ability to pull the Andon cord during the production process to prevent overproduction in an unbalanced process. True or False?
Work-in-process inventory is devoted to maintenance, repair, and operating materials. A True B False
What is the difference b/w a just time system (JIT) and Kanban system
Which of these investments is not a function of the Production department? Increasing Automation Wage Increases Creating new production lines
A production process at Brianna Bryant Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). a) is the bottleneck. 1.8 units/hr Sawing minutes per unit (round your response to two decimal places). 5 units/hr Sanding Drilling 5 units/hr b) The bottleneck time is c) The throughput time of the overall system is minutes (round your response to two decimal places). d) If the firm operates 11 hours per day, 20 days per month, the monthly capacity of the manufacturing process is Welding 2.5 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hr units (enter your response as a whole number). Q
A production process at Brianna Bryant Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). a) is the bottleneck. 1.8 units/hr Sawing minutes per unit (round your response to two decimal places). 5 units/hr Sanding Drilling 5 units/hr b) The bottleneck time is c) The throughput time of the overall system is minutes (round your response to two decimal places). d) If the firm operates 11 hours per day, 20 days per month, the monthly capacity of the manufacturing process is Welding 2.5 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hr units (enter your response as a whole number). Q
The process of balancing an assembly line determines the ____ of the line. 1. Actual output 2. Efficiency 3. Utilization
A production machine is available for 24 hours each day. The machine produces 35 units each day. A unit takes 15 minutes to process. What is the overall equipment effectiveness (OEE) of this machine?
I need number 4 and 5 please
These four phases make up a machine cycle, which is also known as a process loop. What percentage of a machine's cycle time do you value the most? Should I be concerned about replacing parts of the machine cycle when they wear out? Is the problem of switching modules improved by adding a second module?
These four steps make up what is called a machine cycle but is more often known as a process loop. When it comes to machine cycles, what factors do most people prioritise? Should I be concerned that I may have to replace machine cycle parts when they wear out? Is it feasible that doubling the number of modules available would make toggling between them easier?
Use MOST to determine the number of TMUs associated with each of the following scenarios: A line supervisor grabs a job order (paper) within reach, walks 10 steps, then lays the order on top of a stack of other orders. The supervisor then returns to her original position. A B G A B P A