. Bill's Barbershop has two barbers available to cut customers' hair. Both barbers provideroughly the same experience and skill, but one is just a little bit slower than the other. Theprocess flow in Figure 6.90 shows that all customers go through Steps B1 and B2 and thencan be served at either of the two barbers at Step B3. The process ends for all customers atStep B4. The numbers in parentheses indicate the minutes it takes that activity to process acustomer.Figure 6.9 Process Flow for Bill's BarbershopB1(10)B2B3-a(15)B3-b(10)B4(9)1. On average, how long does it take a customer to complete this process?›. What single activity is the bottleneck for the entire process?c. How many customers can this process serve in an hour?

Process capacity can be identified by calculating the bottleneck capacity of the process. The…

Answered: Bill's Barbershop has two barbers…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter4: Linear Programming Models

Section: Chapter Questions

Problem 111P

See similar textbooks

Similar questions

A.J.’s Wildlife Emporium manufactures two unique birdfeeders (Deluxe and Super Duper) that are manufactured and assembled in up to three different workstations (X, Y, Z) using a small batch process. Each of the products is produced according to the flowchart in Figure. Additionally, the flowchart indicates each product’s price, weekly demand, and processing times per unit. Batch setup times are negligible.A.J. can make and sell up to the limit of its weekly demand and there are no penalties for not being able to meet all of the demand. Each workstation is staffed by a worker who is dedicated to work on that workstation alone and is paid $16 per hour. The plant operates 40 hours per week, with no overtime. Overhead costs are $2,000 per week. Based on the information provided, as well as the information contained in the flowchart, answer the following questions. a. Using the traditional method, which bases decisions solely on a product’s contribution to profits and overhead, what is the…
Tailwind, Inc., produces high-quality but expensive training shoes for runners. The Tailwindshoe, which sells for $210, contains both gas- and liquid-filled compartments to provide morestability and better protection against knee, foot, and back injuries. Manufacturing the shoesrequires 10 separate tasks. There are 400 minutes available for manufacturing the shoes inthe plant each day. Daily demand is 60. The information for the tasks is as follows: Task Performance Time (In minutes) Task Must Follow This task A 1 ___ B 3 A C 2 B D 4 B E 1 C.D F 3 A G 2 F H 5 G I 1 E,H J 3/25 I 1. What is the theoretical minimum number of work stations required to satisfy this output rate? 2. Allocate the tasks to work stations taking into consideration the precedence requirements and usingthe LOT rule to break ties between feasible tasks.
Given this set of daily service operations, and assuming a processing order of A-B-C-D-E:a. Give one reason that each arrangement might be preferred over the other.b. Determine the number of repetitions for each service if four cycles are used.c. Determine the number of repetitions for each service if two cycles are used.Service Operation Number of Daily RepsA 22B 12C 4D 18E 8
Consider a process consisting of five resources that are operated 8 hours per day. Theprocess works on three different products, A, B, and C: Demand for the three different products is as follows: product A, 40 units per day;product B, 50 units per day; and product C, 60 units per day.a. What is the bottleneck?b. What is the flow rate for each flow unit, assuming that demand must be served in the mixdescribed above (i.e., for every four units of A, there are five units of B and six units of C)?
Bill’s Barbershop has two barbers available to cut customers’hair. Both barbers provide roughly the same experience andskill, but one is just a little bit slower than the other. The pro-cess flow in Figure 5.9 shows that all customers go throughsteps B1 and B2 and then can be served at either of the twobarbers at step B3. The process ends for all customers atstep B4. The numbers in parentheses indicate the minutes ittakes that activity to process a customer. a. How long does it take the average customer to completethis process?b. What single activity is the bottleneck for the entireprocess?c. How many customers can this process serve in an hour?
A process has six resources and three types of flow units. How many rows will there bein the demand matrix?a. 2b. 3c. 6d. 18
A.J.’s Wildlife Emporium manufactures two unique birdfeed-ers (Deluxe and Super Duper) that are manufactured andassembled in up to three different workstations (X, Y, Z) us-ing a small batch process. Each of the products is producedaccording to the flowchart in Figure 5.14. Additionally, theflowchart indicates each product’s price, weekly demand,and processing times per unit. Batch setup times are neg-ligible. A.J. can make and sell up to the limit of its weeklydemand and there are no penalties for not being able to meetall of the demand. Each workstation is staffed by a workerwho is dedicated to work on that workstation alone and ispaid $16 per hour. The plant operates 40 hours per week,with no overtime. Overhead costs are $2,000 per week. Basedon the information provided, as well as the information con-tained in the flowchart, answer the following questions.a. Using the traditional method, which bases decisionssolely on a product’s contribution to profits and over-head, what is the…
A.J.’s Wildlife Emporium manufactures two unique birdfeed-ers (Deluxe and Super Duper) that are manufactured andassembled in up to three different workstations (X, Y, Z) us-ing a small batch process. Each of the products is producedaccording to the flowchart in Figure 5.14. Additionally, theflowchart indicates each product’s price, weekly demand,and processing times per unit. Batch setup times are neg-ligible. A.J. can make and sell up to the limit of its weeklydemand and there are no penalties for not being able to meetall of the demand. Each workstation is staffed by a workerwho is dedicated to work on that workstation alone and ispaid $16 per hour. The plant operates 40 hours per week,with no overtime. Overhead costs are $2,000 per week. Basedon the information provided, as well as the information con-tained in the flowchart, answer the following questions. a. Using the traditional method, which bases decisionssolely on a product’s contribution to profits and over-head, what is the…
Yost-Perry Industries (YPI) manufactures a mix of affordable guitars (A, B, C) that are fabricated and assembled at four different processing stations (W, X, Y, Z). The operation is a batch process with small setup times that can be considered negligible. The product information (price, weekly demand, and processing times) and process sequences are shown in Figure. Raw materials and purchased parts (shown as a per-unit consumption rate) are represented by inverted triangles. YPI is able to make and sell up to the limit of its demand per week with no penalties incurred for not meeting the full demand. Each workstation is staffed by one highly skilled worker who is dedicated to work on that workstation alone and is paid $15 per hour. The plant operates one 8-hour shift per day and operates on a 5-day work week (i.e., 40 hours of production per person per week). Overhead costs are $9,000/week. Which of the four workstations, W, X, Y, or Z, has the highest aggregate workload, and thus…
SpikLock makes several lines of metal items. The most recent order has been for 1200 door lock units for an apartment complex developer. The sales and production departments must work together to determine delivery schedules. Each lock unit consists of three components: the knob and faceplate, the actual lock itself, and a set of two keys. Although the processes used in the manufacture of the three components vary, there are three areas where the production manager is concerned about the availability of resources. These three areas, their usage by the three components, and their availability are detailed in the table. Resource Knob and Plate Lock Key (each) Available Brass Alloy 12 5 1 15000 units Machining 18 20 10 36000 minutes Finishing 15 5 1 12000 minutes A quick look at the amounts available confirms that SpikLock does not have the resources to fill this contract. A subcontractor, who can make an unlimited number of each…
EU Company manufactures two different types of life vests (A and B) that are manufactured and assembled on three different workstations (W, X, and Y) using a small-batch process (see Figure 1). Batch setup times are negligible. The flowchart denotes the path each product follows through the manufacturing process, and each product’s price, demand per week, and processing times per unit are indicated as well. Purchased parts and raw materials consumed during production are represented by inverted triangles. EU can make and sell up to the limit of its demand per week; no penalties are incurred for not being able to meet all the demand. Each workstation is staffed by a worker who is dedicated to work on that workstation alone and is paid $6 per hour for an entire week, regardless of how much the worker is used. Total labor costs per week are fixed. Variable overhead costs are $1,500/week. The plant operates one 8-hour shift per day, or 40 hours/week. Which of the three workstations, W,…
I already find a. I need help with b Bill's Barbershop has two barbers available to cut customer's hair. Both barbers provide roughly the same experience and skill, but one is just a little bit slower than the other. The process flow below shows that all customers go through steps B1 and B2 and then can be served at either of the two barbers at step B3. The process ends for all customers at step B4. The numbers in parentheses indicate the minutes it takes that activity to process a customer. b. What single activity is the bottleneck for the entire process? B what?

SEE MORE QUESTIONS

Recommended textbooks for you

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

SEE MORE TEXTBOOKS