EBK PRINCIPLES OF OPERATIONS MANAGEMENT
10th Edition
ISBN: 8220102744059
Author: HEIZER
Publisher: PEARSON
expand_more
expand_more
format_list_bulleted
Concept explainers
Videos
Question
Chapter 7.S, Problem 9P
Summary Introduction
To determine: The bottleneck station of the SG machine shop.
Introduction:
Bottleneck:
Bottleneck is the slowest process in a production line. It will reduce the overall efficiency of the production line.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
A production line at V. J. Sugumaran's machine shop has three stations. The first station can process a unit in 7 minutes. The second station has
three identical machines, each of which can process a unit in 24 minutes (each unit only needs to be processed on one of the three machines). The
third station can process a unit in 6 minutes.
is the bottleneck station, with a bottleneck time of minutes per unit (enter your response as a whole number).
Station 3
Station 1
Station 2
Consider a production line with five stations. Station 1 can produce a unit in 10 minutes. Station 2 can produce a unit in 9 minutes. Station 3 has two identical machines, each of which can process a unit in 14 minutes (each unit only needs to be processed on one of the two machines. Station 4 can produce a unit in 5 minutes. Station 5 can produce a unit in 8 minutes. Which station is the bottleneck station?
Line A operates within 5 machines in a row. Each part has to travel from one machine to the next, in order. The first machine is a press that produces 650 parts per hour . The second machine can process 425 parts per hour. The third machine can process 550 parts per hour, and the forth machine processes 575 parts per hour. The fifth machine can process 435 parts per hour. How many parts can be produced in 8 hours, provided there are no breakdowns or changeovers?
Chapter 7 Solutions
EBK PRINCIPLES OF OPERATIONS MANAGEMENT
Ch. 7.S - Prob. 1DQCh. 7.S - Prob. 2DQCh. 7.S - Prob. 3DQCh. 7.S - Prob. 4DQCh. 7.S - Prob. 5DQCh. 7.S - Distinguish between bottleneck time and throughput...Ch. 7.S - Prob. 7DQCh. 7.S - Prob. 8DQCh. 7.S - Prob. 9DQCh. 7.S - Prob. 10DQ
Ch. 7.S - Prob. 11DQCh. 7.S - Prob. 12DQCh. 7.S - What are the techniques available to operations...Ch. 7.S - Amy Xias plant was designed to produce 7,000...Ch. 7.S - For the post month, the plant in Problem S7.1,...Ch. 7.S - Prob. 3PCh. 7.S - Prob. 4PCh. 7.S - Prob. 5PCh. 7.S - The effective capacity and efficiency for the next...Ch. 7.S - Southeastern Oklahoma State Universitys business...Ch. 7.S - Prob. 8PCh. 7.S - Prob. 9PCh. 7.S - Prob. 10PCh. 7.S - The three-station work cell illustrated in Figure...Ch. 7.S - The three-station work cell at Pullman Mfg., Inc....Ch. 7.S - The Pullman Mfg., Inc., three-station work cell...Ch. 7.S - Prob. 14PCh. 7.S - 10 minutes per unit. Part 2 is simultaneously...Ch. 7.S - Prob. 16PCh. 7.S - Prob. 17PCh. 7.S - Using the data in Problem S7.17: a) What is the...Ch. 7.S - Prob. 19PCh. 7.S - Prob. 20PCh. 7.S - Prob. 21PCh. 7.S - Prob. 22PCh. 7.S - Prob. 23PCh. 7.S - Prob. 24PCh. 7.S - Prob. 25PCh. 7.S - Prob. 26PCh. 7.S - Prob. 27PCh. 7.S - Prob. 32PCh. 7.S - Prob. 33PCh. 7.S - Prob. 34PCh. 7.S - Prob. 35PCh. 7.S - Prob. 36PCh. 7.S - Prob. 37PCh. 7.S - Prob. 38PCh. 7.S - Prob. 39PCh. 7.S - Prob. 1VCCh. 7.S - a capacity expansion plan and a new 11-story...Ch. 7.S - a capacity expansion plan and a new 11-story...Ch. 7 - Ethical Dilemma For the sake of efficiency and...Ch. 7 - Prob. 1DQCh. 7 - Prob. 2DQCh. 7 - Prob. 3DQCh. 7 - Prob. 4DQCh. 7 - Prob. 5DQCh. 7 - Prob. 6DQCh. 7 - Prob. 7DQCh. 7 - Prob. 8DQCh. 7 - Prob. 9DQCh. 7 - Prob. 10DQCh. 7 - Prob. 11DQCh. 7 - Prob. 12DQCh. 7 - Prob. 13DQCh. 7 - Prob. 14DQCh. 7 - Prob. 15DQCh. 7 - Prob. 16DQCh. 7 - Prob. 17DQCh. 7 - Prob. 18DQCh. 7 - Prob. 19DQCh. 7 - Prob. 1PCh. 7 - Usingthedatain Problem 7.1, determinethemost...Ch. 7 - Prob. 3PCh. 7 - Refer to Problem 7.1. If a contract for the second...Ch. 7 - Stan Fawcetts company is considering producing a...Ch. 7 - Prob. 6PCh. 7 - Prob. 7PCh. 7 - Prob. 8PCh. 7 - Metters Cabinets, Inc., needs to choose a...Ch. 7 - Prob. 10PCh. 7 - Nagle Electric. Inc., of Lincoln, Nebraska, must...Ch. 7 - Stapleton Manufacturing intends to increase...Ch. 7 - Prepare a flowchart for one of the following: a)...Ch. 7 - Prepare a process chart for one of the activities...Ch. 7 - Prob. 15PCh. 7 - Prob. 16PCh. 7 - Prob. 17PCh. 7 - Prob. 1CSCh. 7 - Prob. 2CSCh. 7 - Prob. 3CSCh. 7 - Process Strategy at Wheeled Coach Wheeled Coach,...Ch. 7 - Prob. 1.2VCCh. 7 - Prob. 1.3VCCh. 7 - Prob. 1.4VCCh. 7 - Alaska Airlines: 20-Minute Baggage...Ch. 7 - Prob. 2.2VCCh. 7 - Prob. 2.3VCCh. 7 - Prob. 2.4VCCh. 7 - Prob. 2.5VCCh. 7 - Prob. 3.1VCCh. 7 - Prob. 3.2VCCh. 7 - Prob. 3.3VCCh. 7 - Prob. 3.4VC
Knowledge Booster
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
- A manufacturing company has a small production line dedicated to the production of a particular product. The line has four stations in serial. Inputs arrive at station 1 and the output from station 1 becomes the input to station 2. The output from station 2 is the input to station 3 and so on. The output from station 4 is the finished product. Station 1 can process 2,700 units per month, station 2 can process 2,500/month, station 3 can process 2,300/month, and station 4 can process 2,100/month. What station sets the maximum possible output from this system? What is that maximum output number?arrow_forwardA manufacturing company has a small production line dedicated to the production of a particular product. The line has four stations in serial. Inputs arrive at station 1 and the output from station 1 becomes the input to station 2. The output from station 2 is the input to station 3 and so on. The output from station 4 is the i nished product. Station 1 can process 2,700 units per month, station 2 can process 2,500/month, station 3 can process 2,300/month, and station 4 can process 2,100/month. What station sets the maximum possible output from this system? What is that maximum output number?arrow_forwardThe Pullman Mfg., Inc. three-station work cell illustrated in the figure below has two machines at station 1 in parallel. (The product needs to go through only one of the two machines before proceeding to station 2.) 12 min/unit Station 1 Machine A Station 1 Machine B 12 min/unit Station 2 12 min/unit Station 3 2 min/unit The manager, Ms. Hartley, has asked you to evaluate the system if she adds a parallel machine at station 2. a) The throughput time of the new work cell is 26 minutes (enter your response as a whole number). b) The bottleneck time of the new work cell is 6 minutes per unit (enter your response as a whole number). c) If the firm operates 10 hours per day, 6 days per week, the weekly capacity of the work cell with the second machine at workstation 2 is whole number). units (enter your response as aarrow_forward
- The Pullman Mfg., Inc. three-station work cell illustrated in the figure below has two machines at station 1 in parallel. (The product needs to go through only one of the two machines before proceeding to station 2.) SEE PICTURE Answer Carrow_forwardIn the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 16.65 hours. The time in the welding operation is spent as follows: 3 hours waiting in front of the cutting machine for the batch to start, 3 hours waiting for the setup of the machine, 1 hour waiting for the other pieces of the batch to go through cutting, 1 minute at the cutting machine, and 3 hours waiting for the transfer to the welding machine. Then, at the welding machine, the unit spends 2 hour waiting in front of the welding machine for the batch to start, 2 hour waiting for the setup of the welding machine, 0.65 hour waiting for the other pieces of the batch to go through welding, 0.4 minute at the welding machine, and 2 hour waiting for the transfer to the next department. (Round your percentage answer to 4 decimal places.) Determine the exact flow time. What is the value-added percentage of the flow time? percent cetion MacBook Air ww.arrow_forwardIn the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 12.75 hours. The time in the welding operation is spent as follows: 2 hours waiting in front of the cutting machine for the batch to start, 2 hours waiting for the setup of the machine, 2 hour waiting for the other pieces of the batch to go through cutting, 1 minute at the cutting machine, and 2 hours waiting for the transfer to the welding machine. Then, at the welding machine, the unit spends 1 hour waiting in front of the welding machine for the batch to start, 1 hour waiting for the setup of the welding machine, 0.75 hour waiting for the other pieces of the batch to go through welding, 0.25 minute at the welding machine, and 2 hour waiting for the transfer to the next department. (Round your percentage answer to 4 decimal places.) Determine the exact flow time. What is the value-added percentage of the flow time? 0.0604 percentarrow_forward
- In the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 11.5 hours. The time in the welding operation is spent as follows: 2 hours waiting in front of the cutting machine for the batch to start, 2 hours waiting for the setup of the machine, 1 hour waiting for the other pieces of the batch to go through cutting, 1 minute at the cutting machine, and 3 hours waiting for the transfer to the welding machine. Then, at the welding machine, the unit spends 1 hour waiting in front of the welding machine for the batch to start, 1 hour waiting for the setup of the welding machine, 0.5 hour waiting for the other pieces of the batch to go through welding, 0.5 minute at the welding machine, and 1 hour waiting for the transfer to the next department. Determine the exact flow time. What is the value-added percentage of the flow time?(round percentage answer to 4 decimal places.) answer:_______percentarrow_forwardDefine Process Flow Time Reduction with example?arrow_forwardThe Pullman Mig, Inc. three-station work cell illustrated in the figure below has two machines at station 1 in parallel. (The product needs to go through only one of the two machines before proceeding to station 2.) 20 minunit Station 1 Machine A Station 1 Machine B 20 min/unit Station 2 6 min/unit Station 3 12 minunit The manager, Seimone Hartley, has asked you to evaluate the system if she adds a parallel machine at station 3. a) The throughput time of the new work cell is 38 minutes (enter your response as a whole number). b) The bottleneck time of the new work cell is 10 minutes per unit (enter your response as a whole number). c) If the firm operates 10 hours per day, 6 days per week, the weekly capacity of the work cell with the second machine at workstation 3 is 360 units (enter your response as a whole number). d) If the firm operates 10 hours per day, 6 days per week, the weekly capacity of the work cell without the second machine at workstation 3 is units (enter your response…arrow_forward
- Need explanation and correct answer. Make sure, the answer is correct.arrow_forwardA campus deli serves 300 customers over its busy lunch period from 11:30 a.m. to 1:30p.m. A quick count of the number of customers waiting in line and being served by thesandwich makers shows that an average of 10 customers are in process at any point intime. What is the average amount of time that a customer spends in process?arrow_forwardPatients are arriving at a clinic at a rate of two per minute. Each patient's visit consists of four steps: check in, record vital signs, receive treatment, and check out. A receptionist takes 1 minute to check a patient in. A nurse takes 2 minutes to record the patient's vital signs. A doctor spends 10 minutes with a patient. A staff member takes 3 minutes to check a patient out. What is the process capacity in patients per hour?arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
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