Kristen's Cookie Case

734 Words Feb 1st, 2013 3 Pages
Kristen’s Cookie Case
Case Answers

Global Operations
Hult International Business School
Module B, 2012-13
Suneel Udpa
January 21, 2013

1. 26 minutes assuming that the system is completely empty. If we receive a call anytime at or after the Mix&Spoon stage, it'll take us 26 + additional 10 minutes. This includes 8 minutes at the Mix&Spoon stage and a 2 minute wait to finish baking the previous batch. Therefore, it would take us 36 minutes to fill a rush order. (Please refer to Table 1.0 on page 4 for details).

2. At a steady state we'd be able to produce 6 (process capacity) x 4 (hours) = 24 dozen per night. At a starting state, assuming that 1st dozen takes 26 minutes, and we move into a steady state of production, we
…show more content…
So, it is safe to assume a discount can be given, yet we cannot provide an exact figure as to how much.

5. 2 Trays and 1 Electric Mixer.

6. There are a few changes we can make to the process to increase efficiency. Buying another oven (of the same size) that allows you to put in 2 trays during the Load&Bake process will increase the process from 22 dozens to 30 dozens or 26.6% after four hours. Also, by having customer pay during the packing period (2 minutes), we would circumvent time wasted in the pay period (1minute).

1 (extra credit).
Working alone wouldn’t impact the first order. But in case of 2 orders in a row, the second order would be 2 minutes delayed. I could only start the 2nd order when the first would be baking (1 minutes delay) and after mixing and spooning I would have to wait 1 minute before loading and baking the second order. It would then delay continuously the next orders.

2 (extra credit).
We would be offset by 2 minutes so we wouldn't be able to start the rush order right away since we'd still be fulfilling previous cookie orders.

3 (extra credit).
We would have to charge at least 27% more to rush an order, since we'd be increasing wait times for 4 proceeding customers after customer number 2 (3,4,5,6). Still, this only compensates monetary costs and fails to take into account non monetary/intangible costs such as customer loyalty and satisfaction which may incur further future costs. Given these