Operations Management: Sustainability and Supply Chain Management (12th Edition)
12th Edition
ISBN: 9780134130422
Author: Jay Heizer, Barry Render, Chuck Munson
Publisher: PEARSON
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Chapter 17, Problem 9P
Summary Introduction
To determine: The reliability of the given components.
Introduction: Reliability is a degree, where the performance of a product would reach the expected period of time. Reliability helps to mitigate or protect a product over time.
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QUESTION 6 (MAINTENANCE AND RELIABILITY: COMPARING PREVENTIVE AND BREAKDOWN
MAINTENANCE COSTS)
17.24 Wharton Manufacturing Company operates its 23 large and expensive grinding and lathe machines
from 7 A.M. to 11 P.M., 7 days a week. For the past year, the firm has been under contract with Simkin and
Sons for daily preventive maintenance (lubrication, cleaning, inspection, and so on). Simkin's crew works
between 11 P.M. and 2 A.M. so as not to interfere with the daily manufacturing crew. Simkin charges $645
per week for this service. Since signing the maintenance contract, Wharton Manufacturing has noted an
average of only three breakdowns per week. When a grinding or lathe machine does break down during a
working shift, it costs Wharton about $250 in lost production and repair costs.
After reviewing past breakdown records (for the period before signing a preventive maintenance contract
with Simkin and Sons), Wharton's production manager was able to summarize the following patterns:
1…
QUESTION 2
A. In Akhwan Company, operations director Mr Tamad recently realized there had been an
increase in products failing during the final quality checks. These checks were carried out
in the QC (quality control) laboratory, which tested finished goods products before being
released for sale. The product failure rate had risen from 1% to 4% in two years' time which
meant an increase of hundreds of items of output a month which were not sold to Akhwan's
customers. The failed products had no value to the company once they had failed QC as the
rework costs were not economic. Because the increase was gradual, it took a while for Mr
Tamad to realize that the failure rate had risen.
A thorough review of the main production operation revealed nothing that might explain the
increased failure and so attention was focused on the QC laboratory. For some years, the
QC laboratory at Ikhwan, managed by Ramly, had been marginalized in the company, with
its two staff working in a remote…
Question attached
Chapter 17 Solutions
Operations Management: Sustainability and Supply Chain Management (12th Edition)
Ch. 17 - Prob. 1DQCh. 17 - Prob. 2DQCh. 17 - Prob. 3DQCh. 17 - Prob. 4DQCh. 17 - Prob. 5DQCh. 17 - Prob. 6DQCh. 17 - Prob. 7DQCh. 17 - Prob. 8DQCh. 17 - Prob. 9DQCh. 17 - Prob. 10DQ
Ch. 17 - Prob. 1PCh. 17 - Prob. 2PCh. 17 - Prob. 3PCh. 17 - Prob. 4PCh. 17 - Prob. 5PCh. 17 - Prob. 6PCh. 17 - Prob. 7PCh. 17 - Prob. 8PCh. 17 - Prob. 9PCh. 17 - Prob. 10PCh. 17 - Prob. 11PCh. 17 - Prob. 12PCh. 17 - Prob. 13PCh. 17 - Prob. 14PCh. 17 - Prob. 15PCh. 17 - Prob. 18PCh. 17 - Prob. 19PCh. 17 - Prob. 20PCh. 17 - Prob. 21PCh. 17 - Prob. 1VCCh. 17 - Prob. 2VCCh. 17 - Prob. 3VC
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