Practical Operations Management
2nd Edition
ISBN: 9781939297136
Author: Simpson
Publisher: HERCHER PUBLISHING,INCORPORATED
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 12, Problem 18P
Summary Introduction
Interpretation: Number of items in the processing system needs to be calculated based on the given information.
Concept Introduction: Little’s law states that the number of items in the processing system is the product of arrival rate and the average time the customer spends in the system.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Gestalt, Inc. uses a kanban system in its automobile production facility in Germany. This facility operates 8 hours per day to produce the Jitterbug, a replacement for the obsolete but immensely popular Jitney Beetle. Suppose that a certain part requires 150 seconds of processing at machine cell 33B and a container of parts average 1.6 hours of waiting time there. Management allows a 10 percent buffer for unexpected occurrences. Each container holds 30 parts, and 8 containers are authorized. How much daily demand can be satisfied with this system? (Hint: Recall that r is the average processing time per container, not per individual part.)
A Rhode Island company produces communion wafers for churches around the countryand the world. The little company produces a lot of wafers, several hundred million peryear. When in production, the process produces wafers at the rate of 100 per second.During this production process, the wafers must spend 15 minutes passing througha cooling tube. How many wafers does the cooling tube hold, on average, when inproduction (in other words, don’t count the time they are not in production)?
Tej Dhakar’s company wants to establish kanbans tofeed a newly established work cell. The following data have beenprovided. How many kanbans are needed?Daily demand 250 unitsLead time 12 daySafety stock 14 dayKanban size 50 units
Chapter 12 Solutions
Practical Operations Management
Ch. 12 - Prob. 1DQCh. 12 - Prob. 2DQCh. 12 - Prob. 3DQCh. 12 - Prob. 4DQCh. 12 - Prob. 5DQCh. 12 - Prob. 6DQCh. 12 - Prob. 1PCh. 12 - Prob. 2PCh. 12 - Prob. 3PCh. 12 - Prob. 4P
Ch. 12 - Prob. 5PCh. 12 - Prob. 6PCh. 12 - Prob. 7PCh. 12 - Prob. 8PCh. 12 - Prob. 9PCh. 12 - Prob. 10PCh. 12 - Prob. 11PCh. 12 - Prob. 12PCh. 12 - Prob. 13PCh. 12 - Prob. 14PCh. 12 - Prob. 15PCh. 12 - Prob. 16PCh. 12 - Prob. 17PCh. 12 - Prob. 18PCh. 12 - Prob. 19PCh. 12 - Prob. 20PCh. 12 - Prob. 21PCh. 12 - Prob. 22PCh. 12 - Prob. 23PCh. 12 - Prob. 24PCh. 12 - Prob. 25PCh. 12 - Prob. 26PCh. 12 - Prob. 27PCh. 12 - Prob. 1.1QCh. 12 - Prob. 1.2QCh. 12 - Prob. 1.3QCh. 12 - Prob. 1.4QCh. 12 - Prob. 2.1QCh. 12 - Prob. 2.2QCh. 12 - Prob. 2.3QCh. 12 - Prob. 3.1QCh. 12 - Prob. 3.2QCh. 12 - Prob. 3.3Q
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
- A fabrication cell at Spradley’s Sprockets uses the pull method to supply gears to an assembly line. George Jitson is in charge of the assembly line, which requires 500 gears per day. Containers typically wait 0.20 day in the fabrication cell. Each container holds 20 gears, and one container requires 1.8 days in machine time. Setup times are negligible. If the policy variable for unforeseen contingencies is set at 5 percent, how many containers should Jitson authorize for the gear replenishment system?arrow_forwardWhich of the following does not belong to the seven sources of waste?a. Reworkb. Overtimec. Transportationd. Inventoryarrow_forwardBackground: The Toyota Production System (TPS) was developed by the Toyota Motor Corporation in the 1950s as a way to improve productivity and efficiency in their manufacturing processes. The system is based on two main principles: Just-in-Time (JIT) production and Jidoka. JIT production involves producing only what is needed, when it is needed, and in the amount needed. Jidoka is a system of detecting and correcting problems in the manufacturing process as they occur. In the 1970s, Toyota's TPS began to attract attention from other companies who were interested in improving their own manufacturing processes. One of the first companies to adopt the TPS was Vicunha, a Brazilian textile manufacturer. Initiatives and Process Improvement Methods: Vicunha had been struggling with high inventory levels, long lead times, and poor quality. The company's management decided to adopt the TPS and worked closely with Toyota to implement the system. The implementation involved the following…arrow_forward
- TJ1. In the Toyota Production System, "jidoka" refers to 1 point e. Continuous line-balancing to maximize utilization f. The cross-training of workers for a wide range of skills g. None of these a. Level production, where different models are produced along side each other on the assembly line b. Continuous improvement, where workers organize meetings to discuss ways of improving the production process d. The aggressive reduction of changeover and setup times c. The inventory retrieval system where parts are replenished only when they are neededarrow_forwardIn the Toyota Production System, jidoka refers to:(a) level production, where different models are produced alongside each other on theassembly line.(b) continuous improvement, where workers organize meetings to discuss ways ofimproving the production process.(c) the inventory retrieval system, where parts are replenished only when they are needed.(d) the aggressive reduction of changeover and setup times(e) continuous line-balancing to maximize utilization. (f) the cross-training of workers for a wide range of skills. (g) none of the abovearrow_forwardUsage at a work center is 300 parts per day, and a standard container holds 25 parts. It takesan average of .12 day for a container to complete a circuit from the time a kanban card isreceived until the container is returned empty. Compute the number of kanban cards (containers) needed if X = .20.arrow_forward
- In which ways, if any, are the following systems analogous to kanban: returning empty bottles to the supermarket and picking up filled ones; running a hot dog stand at lunchtime; withdrawing money from a checking account; raking leaves into bags?arrow_forwardA supplier of instrument gauge clusters uses a kanban system to control material flow. The gauge cluster housings are transported five at a time. A fabrication center produces approximately 10 gauges per hour. It takes approximately two hours for the housing to be replenished. Due to variations in processing times, management has decided to keep 20 percent of the needed inventory as safety stock. How many kanban card sets are needed?arrow_forwardHartley Electronics, Inc., in Nashville, producesshort runs of custom airwave scanners for the defense industry. The owner, Janet Hartley, has asked you to reduce inventory by introducing a kanban system. After several hours ofanalysis, you develop the following data for scanner connectors used in one work cell. How many kanbans do you needfor this connector?arrow_forward
- Assume that a plant operates 2,000 hours per year and the demand rate for parts is 100,000 units per year. The circulation time for each kanban container is 24 hours. How many kanban containers are needed for a container size of 100 parts? What would be the effect of reducing the container size to 60 parts What is the takt time for this process? What takt time is needed for 80,000 units per year?arrow_forwardLead time to deliver order to customer is shortest in OaMake-to-order Ob. Assemble-to-order OcMake-to-stock Od. None of thesearrow_forwardtrue or false- Five different products on a pallet being moved, is equal to one unit load.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 Education
Operations 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 Learning
Production 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.