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You have just been promoted to manage the process defined by the five stages A to E shown in the accompanying figure. After three months on the job you realize something is not right with the process capacity because your employees experience big pile-ups of work' things take too long to be processed; the opportunity for error is increasing; and the entire process is approaching chaos. Do a capacity analysis of this process. The numbers in parentheses (#) are the time in minutes to complete one unit of work. Demand on the process averages 27 units per hour and each unit must be worke on by all five stages. Administrative clerks complete Stages A and B. The assistant manager completes stages D and E. Processing times per stage can be combined when labor is assigned two or more stages (i.e., the resources are pooled). The coding specialist takes care of Stage C. (Diagram Shows the Following: Stage A (5), Stage B (3), Stage C (6), Stage D (4), Stage E (4).
a) How many administrative clerks should be hired, assuming target utilization for them of 85 percent?
b) What is the current labor utilization of the coders if two coding specialists are currently on duty?
c) What is the total process (output) capacity in units per hour for the five-stage process A to E, assuming three administrative clerks, two coding specialists, and four assistant managers are on duty?
d) Where do any bottlenecks exist, and what do you recommend to improve this process?
Assume that there is no initial inventory and a forecasted demand of 1,250 units in each of the 3 months. Carrying cost is $1 per unit per month. Solve this aggregate planning problem using the linear programming transportation method.
1. define price and discuss the two roles price plays in the evaluation of product alternatives.2. list the three
what had changed for the company since the last case? 2. How do you account for the dramatic rise in Apple following the death of Steve Jobs, and its dramatic fall this semester?
Describe the generic product development process described in this chapter. How does this process change for "technology push" products?
Your Organization has added a new dealership line to receive the key fob remote. The projected sales for the next six months are 150,000 cars, needing two fobs each. Consider explain how this affects capacity planning.
Charles Lebeuf, VP of Human Resources for Bell Helicopter Textron of Canada, was asked to address the stockholders, employees, and reporters at the upcoming Annual General Meeting.
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Describe the differences between productivity and its sub components total measure productivity, partial measure productivity, and multifactor measure productivity.
An ethnic restaurant, in serving a lovely, four-hour, seven-course dinner for two for $150, is giving particular emphasis to which dimension of competitive priorities
The Warren W. Fisher Computer Corporation purchases 8 000 transistors ach year as components in minicomputers. The unit cost of each transistor is $10 and the cost of carrying one transistor in inventory for a year is $3 Ordering cost is $30 per o..
Customers arrive at Paul Harrold's styling shop at a rate of 3 per hour, distributed in a Poisson fashion. Paul a perform haircuts at a rate of 5 per hour, distributed exponentially.
What sources and contingencies of power existed among the executives and departments at Resonus? What influence tactics were evident in this case study? Would you define any of these influence activities as organizational politics? Why or why not?
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