Practical Operations Management
2nd Edition
ISBN: 9781939297136
Author: Simpson
Publisher: HERCHER PUBLISHING,INCORPORATED
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 5, Problem 1.3Q
Summary Introduction
Interpretation: Best container size for B industries to rent shipment considering costs.
Concept introduction: Efficiency is the capability to prevent energy,money,effort, wasting materials and time in doing something or in generating a required result.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solutionStudents have asked these similar questions
In a large microelectronics plant, the assembly cell for circuit boards has a demand for 300 units an hour. Two feeder cells supply partsA and B to the assembly cell (one A and one B for each board). Standard containers that look like divided trays are used. A container will hold 22 As or 13 Bs. It takes 13 minutes to fill up a container with As and 22 minutes to fill up a container with Bs. Transit time to the assembly cell is 5 minutes for both A and B. No safety factor is used.
Kanbans to be circulated Between Process A and Assembly cell?
Kanbans to be circulated Between Process B and Assembly cell?
In a large microelectronics plant, the assembly cell for circuit boards has a demand for 250 units an hour. Two feeder cells supply parts A and B to the assembly cell (one A and one B for each board). Standard containers that look like divided trays are used. A container will hold 24 As or 10 Bs. It takes 10 minutes to fill up a container with As and 24 minutes to fill up a container with Bs. Transit time to the assembly cell is 5 minutes for both A and B. No safety factor is used. Set up a kanban control system for the assembly process.
At the Children’s Hospital in Seattle, there are, on average, 60 births per week. Mother and child stay, on average, two days before they leave the hospital. At the Swedish Hospital (also in Seattle), the average number of births per week is 210. Mothers and children stay in the hospital for two days, on average.a. How many new mothers, on average, are staying at the Children’s Hospital?b. How many new mothers, on average, are staying at the Swedish Hospital?c. The directors of the two hospitals are negotiating to unify the maternity wards of the two hospitals. They believe this will help reduce the number of new mothers staying in the unified ward. Are they correct? How many new mothers will stay, on average, in the unified ward? You may assume that the average number of births and the length of stay of the new mothers will not change.
Chapter 5 Solutions
Practical Operations Management
Ch. 5 - Prob. 1DQCh. 5 - Prob. 2DQCh. 5 - Prob. 3DQCh. 5 - Prob. 4DQCh. 5 - Prob. 5DQCh. 5 - Prob. 6DQCh. 5 - Prob. 7DQCh. 5 - Prob. 1PCh. 5 - Prob. 2PCh. 5 - Prob. 3P
Ch. 5 - Prob. 4PCh. 5 - Prob. 5PCh. 5 - Prob. 6PCh. 5 - Prob. 7PCh. 5 - Prob. 8PCh. 5 - Prob. 9PCh. 5 - Prob. 10PCh. 5 - Prob. 11PCh. 5 - Prob. 12PCh. 5 - Prob. 13PCh. 5 - Prob. 14PCh. 5 - Prob. 15PCh. 5 - Prob. 16PCh. 5 - Prob. 17PCh. 5 - Prob. 18PCh. 5 - Prob. 19PCh. 5 - Prob. 20PCh. 5 - Prob. 21PCh. 5 - Prob. 22PCh. 5 - Prob. 23PCh. 5 - Prob. 24PCh. 5 - Prob. 25PCh. 5 - Prob. 26PCh. 5 - Prob. 27PCh. 5 - Prob. 28PCh. 5 - Prob. 29PCh. 5 - Prob. 30PCh. 5 - Prob. 31PCh. 5 - Prob. 32PCh. 5 - Prob. 33PCh. 5 - Prob. 34PCh. 5 - Prob. 35PCh. 5 - Prob. 36PCh. 5 - Prob. 37PCh. 5 - Prob. 38PCh. 5 - Prob. 1.1QCh. 5 - Prob. 1.2QCh. 5 - Prob. 1.3QCh. 5 - Prob. 1.4QCh. 5 - Prob. 2.1QCh. 5 - Prob. 2.2QCh. 5 - Prob. 2.3QCh. 5 - Prob. 3.1QCh. 5 - Prob. 3.2QCh. 5 - Prob. 3.3QCh. 5 - Prob. 3.4Q
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
- During nearly four decades of business operations, Memphis-based FedEx has earned a reputation for reliable, on-time delivery of packages to homes and offices around the country. Founder Fred Smith originally focused on overnight deliveries, choosing Memphis as the company’s headquarters because the airport rarely closes due to bad weather. With FedEx’s planes departing and arriving on schedule nearly all the time, its express shipments usually remained on schedule, then and now. To reassure customers that delivery will take place when and where promised, the firm offers a money-back guarantee on time-sensitive express shipments, among other services. FedEx has steadily expanded its portfolio of services since the 1970s. Its original overnight express delivery is currently available to U.S. customers in various forms, including “first-overnight” delivery, next-morning delivery, next-afternoon delivery, and budget-pleasing two- or three-day delivery. The company’s services also include cost-effective ground delivery for parcels and extra-speedy same-day delivery for urgent deliveries within 1,800 cities. Over the years, FedEx has widened its delivery network to more than 220 countries. It has purchased more cargo jets and acquired specialized shipping firms, including Tiger International, Roberts Express, RPS, and TNT Express, to support global growth. For international business customers needing products, parts, or raw materials shipped across countries or continents, the company now offers time-saving services such as commercial freight forwarding and cross-border logistical support. To add the convenience of local drop-off and pickup points for U.S. consumers and small businesses, FedEx acquired the Kinko’s office services company in 2004 and later rebranded it as FedEx Office. This acquisition also added printing and copying to the menu of services offered. Then the company arranged for large U.S. retailers such as Walgreens, Albertsons, Kroger, and Safeway to accept packages for shipment and receive package delivery for customer pickup in thousands of store locations. This means people who want to send a package can head to a nearby retailer and ship where they shop, rather than making a separate trip to the FedEx location. It’s also a safe alternative for packages to be picked up by people who don’t want FedEx shipments left by the front door. Another service FedEx offers to small and mid-sized businesses, including retailers, is FedEx Fulfillment. The purpose is to expedite order fulfillment by having each business store its products in a FedEx warehouse. Then, when the business’s customers place orders, FedEx puts the products into boxes bearing the business’s own logo and ships directly to those customers. The business doesn’t need a separate warehouse or staff for fulfillment, and packages are on their way to customers more quickly because the products were in FedEx’s warehouse, ready to be packed and shipped. This service puts FedEx into direct competition with Amazon.com, which offers a similar service to merchants that sell through the online Amazon Marketplace. But it also gives businesses that don’t sell via Amazon a fast and professional fulfillment alternative. FedEx is careful to let customers know, through media and social-media announcements, when it anticipates that extreme weather or other conditions will cause delays or force it to halt pickups and deliveries. For the duration of Hurricane Irma, for example, FedEx said it would suspend deliveries in Florida. Some Florida customers who had ordered generators to be delivered via FedEx were unhappy, because they worried about being without power during and after the storm. But one FedEx employee loaded several generator orders into his car and took them to customers himself. When a customer posted a grateful compliment to FedEx on Facebook, the message generated thousands of likes, shares, and positive comments. The company also received positive comments for its donations of cash and transportation services to areas devastated by Hurricanes Irma, Harvey, and Maria. According to the American Customer Satisfaction Index (ACSI), FedEx often tops the list of U.S. shipping companies as ranked by customers surveyed. Every day, the company delivers 13 million packages—and during the busy year-end holiday season, it delivers many more. By meeting customers’ expectations for on-time deliveries, FedEx has increased annual revenues beyond $60 billion and positioned itself for continued growth in the future. How does FedEx’s money-back guarantee address customers’ concerns about heterogeneity?arrow_forwardAt the Smalltown post office, patrons wait in a singleline for the first open window. An average of 100 patronsper hour enter the post office, and each window can servean average of 45 patrons per hour. The post office estimatesa cost of 10¢ for each minute a patron waits in line andbelieves that it costs $20 per hour to keep a window open.Interarrival times and service times are exponential.a To minimize the total expected hourly cost, howmany windows should be open?b If the post office’s goal is to ensure that at most 5%of all patrons will spend more than 5 minutes in line,how many windows should be open?arrow_forwardCakes baked by the Freshfood Bakery are transported fromthe ovens to be packaged by one of three wrappers. Eachwrapper can wrap an average of 120 cakes per hour (Poissondistributed). The cakes are brought to the wrappers at therate of 300 per hour (Poisson distributed). If a cake sitslonger than 5 minutes before being wrapped, it will not befresh enough to meet the bakery’s quality control standards.Does the bakery need to hire another wrapper?arrow_forward
- A grocery store has three open checkout counters. There is a single queue leading up to these three counters. On average, 45 shoppers arrive at this queue. The coefficient of variation of the interarrival time is equal to 1. The average service capacity of each of the three servers is 18 customers per hour, and the coefficient of variation of service time distribution for each server is 3. (a) (3 points) What is the percentage decrease in capacity utilization when one more checkout lane is added to the system? (b) (7 points) On average, how many customers are waiting in the queue?arrow_forwardThe Seaboard Shipping Company has a warehouse terminalin Spartanburg, South Carolina. The capacity of each terminal dock is three trucks. As trucks enter the terminal, the drivers receive numbers, and when one of the three dock spacesbecomes available, the truck with the lowest number entersthe vacant dock. Truck arrivals are Poisson distributed, andthe unloading and loading times (service times) are exponentially distributed. The average arrival rate at the terminalis five trucks per hour, and the average service rate per dockis two trucks per hour (30 minutes per truck).a. Compute L, Lq, W, and Wq.b. The management of the shipping company is considering adding extra employees and equipment to improvethe average service time per terminal dock to 25 minutes per truck. It would cost the company $18,000 peryear to achieve this improved service. Managementestimates that it will increase its profit by $750 per yearfor each minute it is able to reduce a truck’s waitingtime. Determine…arrow_forwardPodunk University Operations Research Departmenthas two phone lines. An average of 30 people per hour tryto call the OR Department, and the average length of aphone call is 1 minute. If a person attempts to call whenboth lines are busy, he or she hangs up and is lost to thesystem. Assume that the time between people attempting tocall and service times is exponential.a What fraction of the time will both lines be free?What fraction of the time will both lines be busy? Whatfraction of the time will exactly one line be free?b On the average, how many lines will be busy?c On the average, how many callers will hang up eachhour?arrow_forward
arrow_back_ios
arrow_forward_ios
Recommended textbooks for you
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,MarketingMarketingISBN:9780357033791Author:Pride, William MPublisher:South Western Educational Publishing
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing