Concept explainers
a)
To compute: The labor productivity under each system.
Introduction: Labor productivity is the measure of productivity of a worker during a period of time. It the ratio of total output to the total productivity hours.
a)
Answer to Problem 4P
Explanation of Solution
Given information:
Prior to buying new equipment:
After buying new equipment:
After buying new equipment, one worker is transferred to another department, equipment cost is increased by $10/hour and output increased by four carts/hour.
Formula:
Calculation of Labor productivity:
Prior to buying new equipment:
Labor productivity prior to buying new equipment is calculated by dividing number of carts of 80 with the number of workers 5 which yields 16 carts/worker/hour
After buying new equipment:
Labor productivity after buying new equipment is calculated by dividing number of carts of 84 with the number of workers 4which yields 21 carts/worker/hour.
Hence, labor productivity before buying new equipment is 16 carts/worker/hour and after buying new equipment is 21 carts/worker/hour.
b)
To compute: The multifactor productivity.
Introduction: Multifactor productivity is also referred as total factor productivity. It is the measure of economic performance by comparing the amount of goods and services produced to the total input used to produce the output.
b)
Answer to Problem 4P
Explanation of Solution
Given information:
Prior to buying new equipment:
After buying new equipment:
After buying new equipment, one worker is transferred to another department, equipment cost is increased by $10/hour and output increased by four carts/hour.
Formula:
Calculation of Multifactor productivity:
Prior to buying new equipment:
Labor cost is calculated by multiplying number of workers (5) with 10/ hours which gives 50/hour.
Multifactor productivity is calculated by dividing output of 80 carts with the total cost of $90 ($50+$40) which yields 0.89 carts/dollar.
After buying new equipment:
Labor cost is calculated by multiplying number of workers (4) with 10/ hours which gives 40/hour.
Multifactor productivity is calculated by dividing output of 84 carts with the total cost of $90 ($40+$50) which yields 0.93 carts/dollar.
Hence, multifactor productivity prior to buying new equipment is 0.89 carts/dollar and after buying new equipment is 0.93 carts/dollar.
c)
To determine: The changes in productivity and comment the best one.
Introduction: Productivity is the measure of performance of a person, machine or an organization. It is computed by dividing the average output per period by the total cost incurred or resources used in the process.
c)
Answer to Problem 4P
Explanation of Solution
Given information:
Prior to buying new equipment:
After buying new equipment:
After buying new equipment, one worker is transferred to another department, equipment cost is increased by $10/hour and output increased by four carts/hour.
Formula:
Labor productivity growth:
The labor productivity growth is calculated by dividing the difference of 21 and 16 with 16 which gives 31.25%
Multifactor productivity growth:
Multifactor productivity growth is calculated by dividing the difference of 0.93 and 0.89 with 0.89 which gives 4.49%.
Hence, labor productivity growth is 31.25% and multifactor productivity growth is 4.49%.
Want to see more full solutions like this?
Chapter 2 Solutions
EBK OPERATIONS MANAGEMENT
- Mr. K’s is a very popular hair salon. It offers high quality hairstyling andphysical relaxation services at a reasonable price, so it always has unlimiteddemand. The service process includes five activities that are conducted inthe sequence described below ( the time required for each activity is shownin parenthesis):Activity 1: Welcome a guest and offer homemade herb tea (10 minutes)Activity 2: Wash and condition har (10 minutes)Activity 3: Neck, shoulder, and back stress release massage (10 minutes)Activity 4: Design and hair style and do the hair (25 minutes)Activity 5: Ring up the guest bill (5 minutes)Each activity has one employee dedicated to it. For the following questions,assume unlimited demand. Also assume that the employee at activity 1 onlyadmits new guests at the rate of the bottleneck.(a) Which resource is the bottleneck?(b) What is the capacity of the process?(c) What is the flow rate?(d) What is the utilization of the employee at activity 3(e) What is the cycle time?arrow_forward4. Manufacturing Cycle Efficiency CFA Company keeps careful track of the time related to orders and their production. During the most recent quarter, the following average times were recorded for each unit or order: Inspection time Process time Queue time Move time Wait time 2 days 4 days 6 days 8 days 10 days REQUIRED: A) How long in days is the manufacturing cycle time or throughput time? B) What is the manufacturing cycle efficiency ratio? C) What percentage of the production time is spent on non-value-added activities? D) How long in days is the delivery cycle time?arrow_forwardFour employees at a fast-food restaurant each perform one of the four activities in serving a customer: greet customer, take order, process order, and deliver order. The processing time for each activity is given as follows: Greet customer Take order Process order Deliver order A) 50% Assume demand is unlimited. What is the average labor utilization? B) 68% C) 40% Activity D) 162% Processing time per customer 2 seconds 30 seconds 60 seconds 5 secondsarrow_forward
- Give typed full explanationarrow_forwardAn accounting firm is capable of processing 24 EZ tax forms per day, and the average number of forms on-hand in the office is 60 forms. What is the average processing time per EZ tax form? Assume Little's Law is applied. Round your answer to two decimal places.arrow_forwardAn accounting firm is capable of processing 20 EZ tax forms per day, and the average number of forms on-hand in the office is 74 forms. What is the average processing time per EZ tax form? Assume Little's Law is applied. Round your answer to two decimal places. daysarrow_forward
- Output from the Gantt chart drawn for a machining process is shown here. Determine the makespan of the process. Job Waiting Time (hr) Delivery Time (hr) 1 0 10 2 10 15 3 1 16arrow_forward[The following information applies to the questions displayed below.] The following are the car repair shop data: TETE Ticket No. Work Ticket No. Work Ticket No. Work 1 Lube & oil 11 Battery 21 Battery Tires 2 Lube & oil 12 Tires 22 3 Brakes 13 Brakes 23 Brakes 4 Lube & oil 14 Transmission 24 Transmission Lube & oil 15 Brakes 25 Brakes Tires 16 Battery 26 Lube & oil 7 Tires 17 Brakes 27 Lube & oil 8. Brakes 18 Tires 28 Lube & oil 9. Brakes 19 Tires 29 Tires 10 Lube & oil 20 Lube & oil 30 Lube & oilarrow_forwardIn order to meet holiday demand, Penny's Pie Shop requires a production line that is capable of producing 60 pecan pies per week, while operating only 40 hours per week. There are only 4 steps required to produce a single pecan pie with respective processing times of 4 min, 4 min, 36 min and 12 min. a. What should be the line's cycle time? minutes per pie. (Enter your response as an integer.) b. What is the smallest number of workstations Penny could hope for in designing the line considering this cycle time? stations. (Enter your response rounded up to the next whole number.) c. Suppose that Penny finds a solution that requires 3 stations. What would be the efficiency of this line? response rounded to two decimal places.) %. (Enter yourarrow_forward
- The Holt Million Corporation’s plant manufactures two different products: X and Y. The plant has three different machines: A, B, and C. Each performs different tasks and can work on only one unit of material at a time. Details for each product are shown in the table below: Product X Y Demand Per Week 200 units 100 units Selling Price $150 $160 Machine Operation Required A, B, C B, B, C Operation Times in Minutes 20, 15, 15 15, 15, 15 Raw Materials Needed RM-1, RM-2 RM-2, RM-3 Raw Materials Costs RM-1 = $40/unit, RM-2 or RM-3 = $20/unit Each product uses raw materials with costs as shown in the above table where the processing times and the machine required for each operation are also shown. Each machine is available 4,800 minutes per week. There are no system foul-ups. Demand is deterministic (i. e., no uncertainty). Operating expenses, including labor (but excluding raw materials) total $12,000 per week. Assuming…arrow_forward(PowerToys) PowerToys Inc. produces a small remote-controlled toy truck on a conveyor belt with nine stations. Each station has, under the current process layout, one worker assigned to it. Stations and processing times are summarized in the following table: Station Task Processing Time (seconds) 1 Mount battery units 75 2 Insert remote control receiver 85 3 Insert chip 90 4 Mount front axle 65 5 Mount back axle 70 6 Install electric motor 55 7 Connect motor to battery unit 80 8 Connect motor to rear axle 65 9 Mount plastic body 80 a. What is the bottleneck in this process? b. What is the capacity, in toys trucks per hour, of the assembly line? c. What is the direct labor cost for the toy truck with the current process if each worker receiver $15/hour, expressed in dollars per toy truck? d. What would be the direct labor cost for the toy truck if work would be organized in a work cell, that is, one worker performs all tasks? Assume that the processing times would remain unchanged…arrow_forwardBoth the average flow rate and average flow time of a process are increased by 50%, what will be the percentage change in the average number of units (inventory) in the process (a) 125% (b) 50% (c) Cannot be determined (d) 225%arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,