Operations Management
2nd Edition
ISBN: 9781260484687
Author: CACHON, Gerard
Publisher: MCGRAW-HILL HIGHER EDUCATION
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 3, Problem 10PA
Summary Introduction
To determine: The time taken to complete 50 units.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
6.9:
An order for 250 bell ringers is processed on work centers 10 and 20. The setup and run times
are as follows. It is decided to overlap the lot on the two work centers and to split the lot into
two lots of 100 and 150. Move time between operations is 30 minutes. Work center 20 cannot
be set up until the first lot arrives. Calculate the saving in manufacturing lead time.
Setup on "10" = 50 minutes
Setup on "20" = 100 minutes
Run time on "10" = 5 minutes per piece
Run time on "20" = 7 minutes per piece
The ClickClock corporation produces clocks with six stations. Each station is manned by a
human worker, who do the following tasks: These workers get paid $ 10 an hour. Ignore any
Station
Task Sequence
Processing Time (secs)
Task
Heat-stake lens to bezel
Inspect bezel
Clean switch holes
Install set switch in bezel
Total time for A
Check switch travel
Clean inside bezel
Install module in bezel
Total time for B
Install battery clip in module
Heat-stake battery clip in module
Install two batteries in module
Check switch
14
2
26
A
3
10
Preparation 1
4
18
68
23
B
6
12
Preparation 2
7
25
60
8
20
9
20
Battery
10
22
Installation
11
8.
Total time for C
70
Install band
Inspect band
Total time for D
Cosmetic inspection
Final test
D
12
45
Band
13
13
Installation
58
E
14
4
Packaging
15
71
Preparation
Total time for E
75
Place watch and cuff in display box
Place cover in display box base
16
20
17
14
Watch
18
Place owner's manual and box into tub
30
packaging
Total time for F
64
Which among the following is an advantage of Job Order Manufacturing System
SPMS are generally used
O b. Different products can be manufactured as the setup is highly flexible
Job Supervision is easy
Od.
Production Planning and Control (PPC) is easy
Chapter 3 Solutions
Operations Management
Ch. 3 - Prob. 1CQCh. 3 - Prob. 2CQCh. 3 - Prob. 3CQCh. 3 - Prob. 4CQCh. 3 - You observe a long line at the airport security....Ch. 3 - Prob. 6CQCh. 3 - What is the maximum utilization a resource can...Ch. 3 - Is the capacity of the bottleneck larger than,...Ch. 3 - Prob. 9CQCh. 3 - You observe a vehicle registration department at...
Ch. 3 - Prob. 1PACh. 3 - A community health systems nurse team consists of...Ch. 3 - Consider a process consisting of three resources....Ch. 3 - Prob. 4PACh. 3 - Prob. 5PACh. 3 - Prob. 6PACh. 3 - Prob. 7PACh. 3 - Consider a four-step serial process with...Ch. 3 - Consider a four-step serial process with the...Ch. 3 - Prob. 10PACh. 3 - Prob. 11PACh. 3 - Prob. 12PACh. 3 - The Tesla Model S, one of the most sought-after...Ch. 3 - The Tesla Model S, one of the most sought-after...Ch. 3 - The Tesla Model S, one of the most sought-after...Ch. 3 - The Tesla Model S, one of the most sought-after...
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
- The slowest point in a process is a ________. Group of answer choices Bottleneck Lost production Surplus Throughputarrow_forwardClaims received by Healthwise Insurance Company are en-tered into the database at one station, and sent to anotherstation for review. The processing time (in minutes) re-quired for each general type of claim is shown here. Cur-rently, Bill Frazier has 10 claims to be reviewed. In whatorder should he process the claims so that the entire batchcan get into the system as soon as possible? How long willit take to process the 10 claims completely?arrow_forwardThese are not graded questions as they are revision questions from my textbookarrow_forward
- A lab provides ultrasound service to patients. The service process consists of two steps: 1. Registration. Performed by a receptionist (Salary rate = $25/hr; Process time = 6 minutes/patient) 2. Ultrasound scan. Performed by a technician (Salary rate = $30/hr; Process time = 20 minutes/patient) Note that the ultrasound images need to be read by radiologists, but we assume that they have an ample capacity and thus will not model the role in the service process. Currently, the lab has 2 receptionists and 3 technicians. The manager anticipates demand to grow to 14 patients/hr in the near future. Thus, he plans to hire more receptionists and/or technicians to increase the service capacity to at least 14 patients/hr. What would be the extra payroll cost (in dollars per hr)?arrow_forwardA production process at Kenneth Day Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). 7 units/hr 5 units/hr Assembly 0.8 units/hr Sawing Sanding Welding Assembly 2.1 units/hr 0.8 units/hr Drilling 2.5 units/hr Assembly 0.8 units/hr a) is the bottleneck. b) The bottleneck time is minutes per unit (round your response to two decimal places). c) The throughput time of the overall system is minutes (round your response to two decimal places).arrow_forward20 ______ are high-volume product processes that typically produce standardized products and require identical or similar operations. a Line processes b Intermittent processes c Machine processes d Outlier processes 21 ______ is concerned with regulating inputs to a work center in relation to output and available capacity so that the queues and waiting times of jobs can be managed and kept under control. a Input control b Input-output control c Process control d Capacity control 22 ______ is a method applied to situations in which various resources must be allocated to activities on a one-to-one basis. a Time-series method b Assignment method c Integer programming d Linear analysisarrow_forward
- We measure, monitor and improve process cycle time because: a. It is an easy measurement to make *b. Increasing cycle time helps us improve the capacity of the process and reduce costs c. Everyone understands cycle time d. Customers are interested in how long it takes to make a product e. All of the above f. None of the abovearrow_forwardKingcade Corporation keeps careful track of the time required to fill orders. Data concerning a particular order appear below: Wait time Process time Inspection time Move time Queue time The throughput time was: Multiple Choice 33.1 hours 4.7 hours 28.4 hours 14.3 hours Hours 18.8 1.6 0.6 2.5 9.6arrow_forwardWhile setting the cycle time as the maximum possible will result in more output rate O a. FALSE O b. TRUE S PAGEarrow_forward
- (a) T. Smunt Manufacturing Corp. has the process displayed below. The drilling operation occurs separately from and simultaneously with the sawing and sanding operations. The product only needs to go through one of the three assembly operations (the assembly operations are "parallel"). ASSEMBLY SAWING SANDING 78 min/unit 15 min/unit 15 min/unit WELDING ASSEMBLY DRILLING 25 min/unit 78 min/unit 27 min/unit ASSEMBLY 78 min/unit 1. Which operation is the bottleneck? 2. What is the throughput time for the overall system? 3. If the firm operates 8 hours per day, 22 days per month, what is the monthly capacity of the manufacturing process? 4. Suppose that a second drilling machine is added, and it takes the same time as the original frilling machine. What is the new bottleneck time of the system? 5. Suppose that a second drilling machine is added, and it takes the same time as the original drilling machine. What is the new throughput time?arrow_forwardWhich of the following statements best represents a concise definition of an operations process? It is a conversion activity that Select one: a. involves technical analysis b. involves workers and equipment c. transforms inputs to outputs d. produces competitive advantage for the firm Which of the following situations will tend to increase customer dissatisfaction with waiting in line the most? Select one: a. Large numbers of customers b. The physical location of an operation c. Bright lights in the banking hall d. Idle workers in the view of customersarrow_forward67. The number of resources requested by a process : a. must always be less than the total number of resources available in the system b. must always be equal to the total number of resources available in the system c. must not exceed the total number of resources available in the system d. must exceed the total number of resources available in the systemarrow_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.