and to remove any bottleneck from the process‚ the worker ratio per step should fit the same ratio as the samples per minute. There should be ten times as many people testing as there are communicating results to patients and a little less than three times as many people processing than there are distributing and so on. This is not the case with LAA. The following table factors in work hours per step and as a result‚ distinguishes available capacity and reveals the bottleneck. Resource Unit
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4/20/14 DSC 335‚ Spring 2014 Kristen’s Cookies Precase 1. It will take 26 minutes to fill one rush order (6+2+10+5+2+1= 26 minutes). Gantt chart is also attached. 2. The cycle time is 10 minutes because the bottleneck is the time they have to wait for the cookies to bake in the oven. They cannot continue the cookie process without baking and the lack of room in the oven or additional ovens are the constraints that are limiting the total operation. The capacity of the operation would be 6
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dozen size order. Chart1.2 A Two Dozen Size Order According to this Gantt chart 1.3‚ the rush order time is 46 minutes for three dozen size order. Chart1.3 A Three Dozen Size Order Q2. One dozen size order: In this situation‚ the bottleneck is “setting up the oven and baking”‚ which takes 10 minutes to finish this process. So‚ the Cycle Time (CT) is 10 minutes. The Kristen’s cookie company can finish the first dozen after 26 minutes‚ then Kristen and her roommate can complete each
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fix them. Breen identified her two main problems as inefficiencies in production controls and inefficiencies caused by supply shortages. She believed that theses were due to outdated manufacturing technology‚ a lack of floor space‚ and multiple bottlenecks in the process‚ specifically in the customization phase. Breen feels that the only way to fix Morrison’s problems and set the company up for success in the future‚ their capacity must increase. In order to increase capacity‚ Breen will need to
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FALL 2011 2011 Deadline: October 26‚ Middle East Technical University – Northern Cyprus Campus BUS 361 Operations Management Homework 1 - Solutions 1. Fruit Computer Company manufactures memory chips in lots of ten chips. From past experience‚ Fruit knows that 80% of all lots contain 10% (1 out of 10) defective chips‚ 20% of all lots contain 50% (5 out of 10) defective chips. If a good batch (that is‚ 10% defective) of chips is sent on to the next stage of production‚ processing costs
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obtain a stable utilization rate throughout all machines to prevent incurring any late penalty. For example at Day 50‚ before the game started‚ we observed that machine 1 was running at 100% utilization for a few days before‚ and we predicted a bottleneck situation would occur here. Therefore we decided to purchase an additional machine immediately as the game started so as to allow continuous processing of lots to meet the demand and prevent losses in revenue. After purchasing additional machine
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= 6 + 2 + 10 + 5 + 2 + 1 = 26 minutes 2. How many orders can you fill in a night‚ assuming you are open four hours each night? 4 hours per each night = 4 hours * 60 minutes = 240 minutes Cycle Time = The Duration of the bottleneck = (Setting thermostat and Timer) + (Baking Cookies) = 1 minute + 9 minute = 10 minutes Maximum no of orders we can fill in a night = (No of minutes per night-Duration of First Setup) / Cycle Time + 1 = ((240
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has to be stopped because raw materials are not available or the design has still have to be clarified. (orders are not clear enough) * Production time is pretty high and therefore it is difficult to get the orders out on time. (´´one week the bottleneck may be in one machine center‚ and the next week it is another´´ every production sector is not well organized) Related to this Production time is on average 4 weeks. ) 90% of the time the order is waiting in line for a machine to become available
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success in running the simulation; all team members knew what was going on when changes needed to be made. We all came together to figure out the best course of action and then we executed. II. Operational Decision and Analysis 1. Step 1 is the bottleneck because it has the largest average queue size compare to step 2‚ 3 or 4. Even though we purchased 5 machines for Step 1‚ the utilization rate were around 80% or 90% when demand was high. Although Step 2 and 4 do their jobs in the station‚ they only
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| Thurs | Fri | Sat | Sun | Question 4 a) Yes more capacity does need to be added to the facility. The bottleneck resource is the available beds and this directly affects the throughput rate. By increasing the number of available beds the hospital can admit more patients and operate on more of them leading to an increased throughput rate. b) My suggestion
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