2. Next, complete a more detailed diagram that has five distinct processes (hence five circles), two for FastFit (Headquarters and the Warehouse)) and three for WGD’s three departments. This diagram should also include the database associated with each WGD department using the cylinder symbol, there are three of these. Now fill in the flows from Q1 above. Then diagram all the flows of information that occur within FastFit and within WGD to support the processing of the order. Do not diagram any computer network details; just illustrate the three databases using the cylinder symbol.…
2. Next, complete a more detailed diagram that has five distinct processes (hence five circles), two for FastFit (Headquarters and the Warehouse)) and three for WGD’s three departments. This diagram should also include the database associated with each WGD department using the cylinder symbol, there are three of these. Now fill in the flows from Q1 above. Then diagram all the flows of information that occur within FastFit and within WGD to support the processing of the order. Do not diagram any computer network details; just illustrate the three databases using the cylinder symbol.…
A bottleneck in a process is a specific part which falls short of meeting the demand. The capacity, which is necessary for that portion of the process does not have the capability of meeting that demand, has the most lag, or uses the most time or resources. Bottlenecks lessen the output of a process because the flow of the process is halted or slowed (Chase, Jacobs, & Aquilano, 2006).…
The resource with least capacity determines the maximum long-term achievable throughput rate. Because wet and dry berries follow different routes at RP#1 there will be a maximum achievable throughput for each. The capacity of the dryers is the bottleneck for the wet berries. The maximum throughput for wet berries is 600 bbls/hr. For dry berries the separation process is the bottleneck. The maximum throughput for dry berries is 1200 bbls/hr.…
The long cycle time is creating a bottleneck in getting the products to the customer on time. Additionally, the process is a made-to-order system, as opposed to made-to-stock, so the product is not created until the order is received. The variance in the way the company receives the orders is also creating problems,…
Before the simulation started, our team created a trend forecast, using the first 50 days of data, showing us that the bottleneck station was at Station 1. On day 50 of the simulation, my team, 1teamsf, decided to buy a second machine to sustain our $1,000 revenue per day and met our quoted lead time for producing and shipping receivers. On day 97, we changed Station 2’s scheduling rule to priority step 2. We noticed that the bottleneck was not just at station 1, but at all stations, and that buying a new machine would not be the right choice to make, but rather, changing the way in which the station’s processing is queued would be the better option. By doing this, we could produce all incoming kits with a priority enabling an even flow of kits to Station 3. At day 97, our team ranked first in the overall standing, and wanted to try to maintain this standing for the rest of the simulation.…
Management’s main concern is managing the capacity of the factory in response to the complex demand pattern. Delays resulting from insufficient capacity undermine LT’s promised lead times and ultimately force LT to turn away orders. In particular, if an order’s lead time exceeds the quoted lead time, then the revenue for that order decreases linearly, from $1000 for the quoted lead time (24 hours) to $0 for the maximum lead time (72 hours).…
Strategic planning is designed to leverage the strengths of a firm while minimizing the effects of its weaknesses. It is difficult to know the potential advantage a firm may have unless external analysis is done well. For example, a company may have a talented marketing department or an efficient production system. However, the organization cannot determine whether these internal characteristics are sources of competitive advantage until it knows something about how well the competitors stack up in these areas.…
2. To address the wait time issue, NCC will need to analyze the plant operations to pin-point the bottlenecks and find ways, e.g. redesign the plant, invest in resources, to reduce these bottlenecks.…
Pharmacy operations contain two basic processes. The first is the prescription filling process, whereby the staff fills prescriptions submitted by phone, fax, electronic transfer, and hard copy. There are 4 phases of the filling process: order input, data verification, vial fill, and product check & storage. Target flow time for each phase is 3.5 minutes for a total flow time of 14 minutes. Analysis of data gathered shows that actual flow time for the final phase is 4.2 minutes and a bottleneck occurs at this station. The second process is the assistance of customers that arrive throughout the day at the counter or drive-thru. This process is not capacity limited, but high customer traffic during times of lower staff capacity does impact prescription filling flow times.…
In the case, there is a capacity for drying process only 600 barrel per hour and capacity for the wet bin is also 3200 barrel per hour. In this case, the capacity for drying process is the bottleneck of the entire flowchart and this brings about the result that workers cannot help do overworks. Also, insufficiency of the wet bin storage capacity makes truck drivers to wait until the berries are unloaded. Because of this problem, the overtime cost were still out of control in the fall, that is the peak time, and the growers are still upset that their trucks and drivers had to spend much time for waiting to unload process fruit into the receiving plant.…
The “goal” is to make money and anything that assists in doing this is productive, while anything that hinders this is a bottleneck. The Goal goes on to identify bottlenecks (constraints) in the manufacturing process and how identifying them helps reduce impact and allows for controlling the flow of materials.…
The factory have to decide how much they order; the order size is communicated only to the supplier and not to other entities. Furthermore, ordering information is transferred with delays and the lead-time in operations also results in delays.…
In this process the Step 3 & 4 have the longest processing time of 10 minutes which means this is the bottleneck in the process. We know that the bottleneck determines the maximum output of the process. The bottleneck time is also referred to as the cycle time.…
Figure: 1: Flow Chart of a Simple Supply Chain of Fast Moving Consumer Goods (Dabas, Sternquist & Mahi, 2012)…