OPERATIONS MANAGEMENT
OPERATIONS MANAGEMENT
2nd Edition
ISBN: 9781260238877
Author: CACHON
Publisher: RENT MCG
bartleby

Concept explainers

bartleby

Videos

Textbook Question
Book Icon
Chapter 7, Problem 6PA

Sarah’s Organic Soap Company makes four kinds of organic liquid soap: “regular,” “lavender,” “citrus,” and “tea tree.” Demands for the four scents are 150, 120, 75, and 50 kgs per hour, respectively. Sarah’s production process can produce any soap at the rate of 450 kgs per hour, but 1.5 hours are needed to switch between scents. During those switchover times, the process doesn’t produce any soap. Sarah’s wants to choose a production schedule that (i) cycles repeatedly through the four scents, (ii) meets the required demand, and (iii) minimizes the amount of inventory held.

  1. a. Suppose Sarah’s produces 12,000 kgs of regular, 9600 kgs of lavender, 6000 kgs of citrus, and 4000 kgs of tea tree per batch. How much soap (kgs) can Sarah’s produce per hour?
  2. b. Suppose Sarah’s produces 12,000 kgs of regular, 9600 kgs of lavender, 6000 kgs of citrus, and 4000 kgs of tea tree per batch. What is the utilization (%) of the process?
  3. c. Suppose Sarah’s produces 12,000 kgs of regular, 9600 kgs of lavender, 6000 kgs of citrus, and 4000 kgs of tea tree per batch. How much inventory (kgs) do they have on average of lavender soap?
  4. d. How many kgs of “regular” should Sarah’s produce before switching over to another scent?
Blurred answer
Students have asked these similar questions
In the Sally Soprano case, Sally's agent prepares the potential issues to be discussed before the negotiation. Which items) may be on the list? Sally's salary and publicity Work-related benefits and incentives such as a hotel suite accommodation, limousine transportation, flower arrangements in the dressing room Future contracts and collaboration  Rehearsal setup and arrangements All of the choices
Summarize chapters 1 through 8 of the book "food and beverage cost control"
Can you guys help me with this? Thank you! Here's the question: Compared to the CONSTRAINT model, how has the network changed? How do you plan to add contingency to your network? Please answer this thoroughly Here's the what-if scenario: Assume that the LA warehouse becomes temporarily or even indefinitely disabled since facing a large-scale labor disruption. Re-optimize the network considering this new constraint. Here's the scenario comparison analysis:  Scenario Constraint Scenario vs What-if Scenario Summary The Constraint Scenario exhibits a higher total cost of $7,424,575.45 compared to the What-if Scenario's total cost of $6,611,905.60, signifying a difference of approximately $812,669.85, which indicates a more expensive operation in the Constraint Scenario. The average service time is slightly higher in the Constraint Scenario (0.72 days vs. 0.70 days), suggesting that the What-if Scenario provides a marginally quicker service. Moreover, the average end-to-end service time…

Additional Business Textbook Solutions

Find more solutions based on key concepts
Knowledge Booster
Background pattern image
Operations Management
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.
Similar questions
SEE MORE QUESTIONS
Recommended textbooks for you
Text book image
MARKETING 2018
Marketing
ISBN:9780357033753
Author:Pride
Publisher:CENGAGE L
Text book image
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Inventory Management | Concepts, Examples and Solved Problems; Author: Dr. Bharatendra Rai;https://www.youtube.com/watch?v=2n9NLZTIlz8;License: Standard YouTube License, CC-BY