OPM 321 Extra Credit Book Report “The Goal: A process of ongoing Improvement” By Eliyah M. Goldratt and Jeff Cox The Goal‚ written by Eliyah Goldratt and Jeff Cox‚ is a 40-chapter book. It is a novel that tells that story of a businessman that is in charge of a plant. This book is more like a business textbook‚ but is very interesting and easy to understand because is written as a story. As an operation management student‚ I think this is a very educative book‚ because it gives you
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Problems facing receiving plant No. 1 (RP1) The problems that The National Cranberry Cooperative is facing with are described in the table below. Mostly they are related to the problem of capacity. Problem | Implications | Presence of bottlenecks in the stages of drying and separating of berries. | Excessive overtime costs. | | Overcapacities in other stages of processing of berries. | 2. Process Flow Diagram From 8-10 min to few hours 400*3= 1200 bbls/h 1500*3 = 4500 bbls/h
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Bottleneck analysis: Also see enclosed Process flow chart (Appendix 1). Hospital is able to perform 42 exams/afternoon and send 38 patients to the operation rooms. But surgery capacity is 33 operations/day only. Bottleneck (number of operations/day) is therefore located between these two processes. Hospital performs 33 operations/day = demand 116 beds/Wed‚Thu and 99 beds/Tue. Demand is 116 and current capacity is 89. Bottleneck is the number of beds available. It is necessary to increase capacity
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maintained despite apparent capacity issues. To satisfy the rising market’s demand for its product‚ it must address three primary issues related to capacity: bottlenecks‚ expansion‚ and economies of scale. The current bottleneck in the Conche (output=1‚344 kg. /day) will be remedied with the installation of the ball mill‚ however other bottlenecks will be created starting at the Melangeur. A cost-benefit analysis has determined a need for a second melangeur as well as added Roasting time from 8 hours/day
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for optimizing patient flow and reducing waiting time in the Emergency Department (ED). It will help management to eliminate the bottleneck through aligning the ED’s resources and capacity with patient volume. Thus the ED will be able to meet the demand and improve bed availability for the patients at peak times. The process improvement method to identify the bottleneck and improve one aspect of the current process performance. Method is a procedure of doing something in accordance with a definite
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SBM‚ NMIMS‚ MUMBAI Goal by Eliyahu M. Goldratt: Learnings Assignment Submitted by: Triparna Chakravorty (E013) Shalini Chhabra (E014) Shirshendu Datta (E015) Darshi Dixit (E016) Abhishek Gambhir (E017) Shivam Garg (E018) 2013 Submitted to: Prof. Pradeep Owalekar‚ NMIMS‚ Mumbai MANAGING BUSINESS OPERATIONS Goal by Eliyahu M. Goldratt: Learnings Table of Contents “Bowl and Stick” Game Description .................................................................................
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! CHAPTER 19! Sample Exam Questions! 1. The four cost categories in a cost of quality program are! A. product design‚ process design‚ internal success‚ and external success.! B. prevention‚ appraisal‚ internal failure‚ and external failure.! C. design‚ conformance‚ control‚ and process.! D. design‚ process specification‚ on-time delivery‚ and customer satisfaction.! ! 2. Which of the following is not a non-financial performance measure for customer satisfaction?! A. Number of defective units
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different stages: Mixing: 10 orders per hour Cooling: unlimited Oven: 6 orders per hour Capacity of “me” and roommate: “me” – spooning: 30 orders per hour Roommate – order receiving‚ packaging and payment receiving: 15 orders per hour. The bottleneck of the process would be oven‚ whose capacity is 6 orders per hour. Excluding the order receiving‚ mixing and spooning time of the first order (1+6+2=9 minutes) and the cookie cooling‚ packaging and payment receiving time of the last order (5+2+1=8
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(instead of the original 9). Answer the following questions: a. What is the new throughput time for a rush order of one dozen? b. What is the capacity of each resource (Kristen‚ the oven‚ the mixer‚ and the roommate)? Identify the bottleneck resource c. How many dozens can be produced every evening‚ assuming there are 5 hours available every evening (instead of
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management affects a businesses cash conversion cycle and cost of goods will be covered. Next‚ supply chain components as they relate to the week four simulations will be discussed. Lastly‚ an explanation of the bottleneck theory will be given along with two solutions on how to resolve the bottleneck issue. Inventory Management Many companies who sell and provide merchandise for their customers more than likely house inventory. Inventory management is important for an organization to help with the
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