EBK OM
6th Edition
ISBN: 9781305888210
Author: Collier
Publisher: YUZU
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 10, Problem 10PA
Summary Introduction
Interpretation: Number of clerks and typists to be hired assuming 90% target utilization rate.
Concept Introduction: Utilization is the percentage of time a resource is engaged in a work to complete a task.
Target utilization is the desired utilization percentage which the management desires and assigns manpower according to that target.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solutionStudents have asked these similar questions
If you can hire an additional worker in order to improve the process capacity you should assign the worker to ?
Positively Rivet Inc. is a small machine shop that produces sheet metal products. It had one line dedicated to the manufacture of light-duty vent hood shells, but because of strong demand it recently added a second line. The new line makes use of higher-capacity automated equipment but consists of the same basic four processes as the old line. In addition, the new line makes use of one machine per workstation, while the old line has parallel machines at the workstations. The processes, along with their machine rates, number of machines per station, and average times for a lone job to go through a station (i.e., not including queue time), are given for each line in the following table:
Process
Old Line
New Line
Rate per Machine
(parts/hour)
# Machines per Station
Time
(minute)
Rate per Machine
(parts/hour)
# Machines per Station
Time
(minute)
Punching
15
4
4.0
120
1
0.50
Braking
12
4
5.0
120
1
0.50
Assembly
20
2
3.0
125…
A facility has a maximum capacity of 4,000 units per day using overtime and skipping the daily maintenance routine. At 3,500 units per day, the facility operates at a level where average cost per unit is minimized. Currently, the process is scheduled to operate at a level of 3,000 units per day. What is the capacity utilization rate?
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- Diablo Electronics manufactures four unique products (A, B, C, and D) that are fabricated and assembledin five different workstations (V, W, X, Y, and Z) using a small batch process. Each workstation is staffedby a worker who is dedicated to work a single shift per day at an assigned workstation. Batch setuptimes have been reduced to such an extent that they can be considered negligible. A flowchart denotesthe path each product follows through the manufacturing process as shown in Figure 5.2, where eachproduct’s price, demand per week, and processing times per unit are indicated as well. Inverted trianglesrepresent purchased parts and raw materials consumed per unit at different workstations. Diablo canmake and sell up to the limit of its demand per week, and no penalties are incurred for not being able tomeet all the demand.Which of the five workstations (V, W, X, Y, or Z) has the highest utilization, and thus serves as the bottle-neck for Diablo Electronics?arrow_forwardDiners are served in a process with two resources. The first resource has a capacity of 0.9 diners per hour. The capacity of the second resource is 1.1 diners per hour. The first resource has 1 worker and the second resource has 3 workers. What is the labor content (in hours)? round your answer to two decimal pointsarrow_forwardMcDonalds has a drive-through window and, during peak lunch times, can handle a maximum of 85 cars per hour with one person taking orders, assembling them, and acting as cashier. The average sale per order is $12.00. A proposal has been made to add two additional workers and divide the tasks among the three. One will take orders, the second will assemble them, and the third will act as a cashier. With this system, it is estimated that 120 cars per hour can be serviced. Use productivity arguments to recommend whether or not to change the current system. Hint: Productivity = revenue/labor dollararrow_forward
- The three-station work cell at Pullman Mfg., Inc. is illustrated in the figure below. It has two machines at station 1 in parallel (i.e., the product needs to go through only one of the two machines before proceeding to station 2). a) The throughput time isminutes (enter your response as a whole number). b) The bottleneck time of this work cell isminutes per unit (enter your response as a whole number) c) is the bottleneck station. If the firm operates 11 hours per day, 6 days per week, the weekly capacity of this work cell isunits (enter your response as a whole number).arrow_forwardUse excel to show formulas 1. A company is designing a product layout for a new product. They plan to use this production line 16 hours a day in order to meet forecasted demand of 1200 units per day. For output to equal forecasted demand, what should be the actual cycle time for this production?arrow_forwardChoice Bank receives credit card applications that need to be reviewed for a decision. There are two types of applications; preapproved, and non-preapproved. Preapproved applications only need a quick review and therefore take 6 minutes to process. Applications that are not preapproved need a secondary credit check and take 15 minutes to process. 8. The bank receives 10 preapproved applications every hour and 6 applications that are not preapproved every hour. What is the utilization of the process?arrow_forward
- For each of the problems listed, indicate precisely what or who would correspondto jobs and who or what would correspond to machines. In each case discuss whatobjectives might be appropriate and special priorities that might exist.b. Unloading cargo from ships at portarrow_forwardthe following claims it must complete in the next week (40 hours). The jobs are as follows All claims of the same type are processed together. Is 40 hours enough capacity? If not, what short-term capacity solution would you recommend?arrow_forwardThe three-station work cell illustrated in the figure below has a product that must go through one of the two machines at station 1 (they are parallel) before proceeding to station 2. a) The bottleneck time of the system isminutes per unit (enter your response as a whole number). b) is the bottleneck station. c) The throughput time isminutes (enter your response as a whole number). d) If the firm operates 9 hours per day, 5 days per week, the weekly capacity of this work cell is units (enter your response as a whole number).arrow_forward
- Please try to solve in 30 minute Pipes are installed in a process with two resources. The first resource has a capacity of 0.62 pipes per hour. The capacity of the second resource is 0.38 pipes per hour. The first resource has 8 workers and the second resource has 8 workers. One additional worker is hired who is as productive as the current workers. What is the new capacity of this process .arrow_forwardThree departments- milling (M), drilling (D), andsawing (S)- are assigned to three work areas in Victor Berardis'smachine shop in Kent, Ohio. The number of workpieces movedper day and the distances between the centers of the work areas,in feet, follow. Pieces Moved between Work Areas Each Day lt costs $2 to move I workpiece I foot.What is the cost?arrow_forwardcapacity is determined by the number of machine used? True or False?arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill EducationOperations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage LearningProduction and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Operations Management
Operations Management
ISBN:9781259667473
Author:William J Stevenson
Publisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...
Operations Management
ISBN:9781259666100
Author:F. Robert Jacobs, Richard B Chase
Publisher:McGraw-Hill Education
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...
Operations Management
ISBN:9781478623069
Author:Steven Nahmias, Tava Lennon Olsen
Publisher:Waveland Press, Inc.
Inventory Management | Concepts, Examples and Solved Problems; Author: Dr. Bharatendra Rai;https://www.youtube.com/watch?v=2n9NLZTIlz8;License: Standard YouTube License, CC-BY