OPERATIONS MANAGEMENT CUSTOM ACCESS
11th Edition
ISBN: 9780135622438
Author: KRAJEWSKI
Publisher: PEARSON EDUCATION (COLLEGE)
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Chapter 5, Problem 13P
Quick Stop Pharmacy is a small family-owned, drug-compounding business in Portland, Oregon, that is trying to perfect its customer service operations. The owner, John Suleiman, wants to maximize the productivity of his staff as well as serve customers well. One area of concern is the drive-thru operation during the 7:30–8:30 morning rush hour. The process of fulfilling an order is as follows:
- If all the steps are handled by one employee, how many patients could be served per hour?
- If James wants to process 30 patients per hour, how many employees will he need?
- How many stations are required using the longest work element decision rule?
- Using the solution developed in part (c), which station is the bottleneck and how large is its capacity cushion?
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XOX Corporation's management keeps track of the time it takes to process orders. During the most recent month, the following average times were recorded per order
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1. Percentage of manufacturing cycle time spent on non-value-added activities
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Quick Stop Pharmacy is a small family-owned drug com-pounding business in Portland Oregon that is trying toperfect its customer service operations. John Suleiman, theowner wants to maximize the productivity of his staff as wellas serve customers well. One area of concern is the drive-thru operation during the 7:30–8:30 morning rush hour.The process of fulfilling an order is as follows:
a. If all the steps are handled by one employee, how manypatients could be served per hour?b. If James wants to process 30 patients per hour, how manyemployees will he need?c. How many stations are required using the longest workelement decision rule?d. Using the solution developed in part c, which station isthe bottleneck and how large is its capacity cushion?
XOX Corporation's management keeps track of the time it takes to process orders. During the most recent month, the following average times were recorded per order
Wait time 15.6
Inspection time 0.8
Process time 1.6
Move time 0.7
Queue time 3.9
Compute the delivery cycle time in days.
Percentage of manufacturing cycle time spent on non-value-added activities.
Chapter 5 Solutions
OPERATIONS MANAGEMENT CUSTOM ACCESS
Ch. 5 - Take a process that you encounter on a daily...Ch. 5 - Prob. 2DQCh. 5 - How could the efficiency of the redesigned process...Ch. 5 - Bill’s Barbershop has two barbers available to...Ch. 5 - Melissa’s Photo Studio offers both individual...Ch. 5 - Figure 5.11 details the process flow for two types...Ch. 5 - Prob. 4PCh. 5 - Super Fun Industries manufactures four top-selling...Ch. 5 - Prob. 6PCh. 5 - Yost-Perry Industries (YPI) manufactures a mix of...
Ch. 5 - Prob. 8PCh. 5 - Prob. 9PCh. 5 - A.J.’s Wildlife Emporium manufactures two unique...Ch. 5 - Cooper River Glass Works (RGW) produces four...Ch. 5 - Quick Stop Pharmacy is a small family-owned,...Ch. 5 - Use the longest work element rule to balance the...Ch. 5 - Johnson Cogs wants to set up a line to serve 60...Ch. 5 - Refer back to Problem 16. Suppose that in addition...Ch. 5 - To meet holiday demand, Penny’s Pie Shop...Ch. 5 - A paced assembly line has been devised to...Ch. 5 - Prob. 20PCh. 5 - Greg Davis, a business major at the University of...Ch. 5 - Prob. 1VCCh. 5 - Which boarding scenario among the different ones...Ch. 5 - How should Southwest evaluate the gate boarding...Ch. 5 - How will Southwest know that the bottleneck had...
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