OPERATIONS MANAGEMENT
2nd Edition
ISBN: 9781260238877
Author: CACHON
Publisher: RENT MCG
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Textbook Question
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
- 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?
- 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?
- 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?
- d. How many kgs of “regular” should Sarah’s produce before switching over to another scent?
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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.
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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…
Chapter 7 Solutions
OPERATIONS MANAGEMENT
Ch. 7 - Prob. 1CQCh. 7 - Prob. 2CQCh. 7 - Prob. 3CQCh. 7 - Prob. 4CQCh. 7 - Prob. 5CQCh. 7 - Prob. 6CQCh. 7 - Prob. 7CQCh. 7 - Prob. 8CQCh. 7 - Prob. 9CQCh. 7 - Prob. 10CQ
Ch. 7 - Prob. 11CQCh. 7 - Prob. 12CQCh. 7 - Prob. 13CQCh. 7 - Prob. 14CQCh. 7 - Prob. 1PACh. 7 - Prob. 2PACh. 7 - Prob. 3PACh. 7 - Prob. 4PACh. 7 - Prob. 5PACh. 7 - Sarahs Organic Soap Company makes four kinds of...Ch. 7 - Prob. 7PACh. 7 - Prob. 8PACh. 7 - Bruno Fruscalzo decided to set up a small...Ch. 7 - Prob. 10PACh. 7 - Prob. 11PACh. 7 - Prob. 1CCh. 7 - Prob. 2CCh. 7 - Prob. 3CCh. 7 - Prob. 4C
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