To meet holiday demand, Alex's Pie Shop requires a production line that is capable ofproducing 50 pecan pies per week, while operating only 40 hours per week. There are onlyfour steps required to produce a single pecan pie with respective processing times of 5minutes, 5 minutes, 45 minutes, and 15 minutes.a. What should be the line's cycle time?b. What is the smallest number of workstations Alex could hope for in designing theline considering this cycle time?c. Suppose that Alex finds a solution that requires only four stations. What would bethe efficiency of this line?

Cycle time is the proportion between total available time and total demand. Considering the given…

Answered: To meet holiday demand, Alex's Pie Shop…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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To meet holiday demand, Penny’s Pie Shop requires a pro-duction line that is capable of producing 50 pecan pies perweek, while operating only 40 hours per week. There areonly four steps required to produce a single pecan pie withrespective processing times of 5 minutes, 5 minutes, 45 min-utes, and 15 minutes.a. What should be the line’s cycle time?b. What is the smallest number of workstations Penny couldhope for in designing the line considering this cycletime?c. Suppose that Penny finds a solution that requires onlyfour stations. What would be the efficiency of this line?
What a re the techniques available to operations managers to deal with a bottleneck operation? Which of these does not decrease throughput time?
A production process at Kenneth Day Manufacturing is shown in Figure S7.9. The drilling operation occurs separately from, and simultaneously with, sawing and sanding, which are independent and sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel).a) Which operation is the bottleneck?b) What is the bottleneck time?c) What is the throughput time of the overall system?d) If the firm operates 8 hours per day, 20 days per month, whatis the monthly capacity of the manufacturing process?
Explain why doubling the capacity of a bottleneck may not double the system capacity? Use a diagram to explain the concept of Throughput time and Bottleneck.
A small firm intends to increase the capacity of a bottleneck operation by adding a new machine. Two alternatives, A and B, have been identified, and the associated costs and revenues have been estimated. Annual fixed costs would be $36,000 for A and $31,000 for B; variable costs per unit would be $7 for A and $11 for B; and revenue per unit would be $18. a. Determine each alternative’s break-even point in units. (Round your answer to the nearest whole amount.) b. At what volume of output would the two alternatives yield the same profit (or loss)? (Round your answer to the nearest whole amount.) c. If expected annual demand is 15,000 units, which alternative would yield the higher profit (or the lower loss)?
n a computer manufacturing assembly line the manager said that he wanted to produce 50 computers per hour for this desired output. What is the cycle time?
. Kiko Teddy Bear is a manufacturer of stuff ed teddy bears.Kiko would like to be able to produce 40 teddy bears per hour onits assembly line. Use the information provided in Table 10-20 toanswer the questions that follow (a) Draw a precedence diagram.(b) What is the cycle time?(c) What is the theoretical minimum number of stations?(d) Assign tasks to specifi c workstations using the cycle timeyou computed in part (b).(e) What are the effi ciency and balance delay of the line?(f) Which task is the bottleneck?(g) Compute the maximum output
1. A process is accomplished in 4 sequential steps- S1, S2, S3 and S4. The lead times (in minutes) and the number of resources for every step are indicated in the table below. Sub - Process Time (min) No of resources S1 12 1 S2 8 1 S3 16 1 S4 10 1 a.) Assuming infinite demand, what is the utilization of process S2? (answer in decimals) b.) If customers arrive at a constant rate of 3 customers per hour, what is the utilization of S3? (answer in decimals)
Illinois Furniture, Inc., produces all types of officefurniture. The "Executive Secretary" is a chair that has beendesigned using ergonomics to provide comfort during long workhours. The chair sells for $130. There are 480 minutes availableduring the day, and the average daily demand has been 50 chairs.There are eight tasks: a) Draw a precedence diagram of this operation. •b) What is the cycle time for this operation?c) What is the theoretical minimum number of workstations?d) Assign tasks to workstations.e) What is the idle time per cycle?f) How much total idle time is present in an 8-hour shift?g) What is the efficiency of the assembly line, given your answer in (d)?
A small firm intends to increase the capacity of a bottleneck operation by adding a new machine.Two alternatives, A and B, have been identified, and the associated costs and revenues have beenestimated. Annual fixed costs would be $40,000 for A and $30,000 for B; variable costs per unitwould be $10 for A and $11 for B; and revenue per unit would be $15.a. Determine each alternative’s break-even point in units.
Explain the techniques to deal with bottleneck operations and some of those techniques that does not decrease throughput time ?
In a job shop, effective capacity is only 43 percent of design capacity, and actual output is 71 percent of effective output. What design capacity would be needed to achieve an actual output of 11 jobs per week? What is its effective capacity?a. The Design Capacity needed to achieve the required actual job outputs = (round to whole number)b. The Effective Capacity needed to achieve the required actual job outputs = (round to whole number)

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