Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
12th Edition
ISBN: 9780134741062
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
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Textbook Question
Chapter 5, Problem 3P
Figure 5.11 details the process flow for two types of customers who enter Barbara’s Boutique shop for customized dress alterations. After Step T1, Type A customers proceed to Step T2 and then to any of the three workstations at T3, followed by Steps T4 and T7. After Step T1, Type B customers proceed to Step T5 and then Steps T6 and T7. The numbers in parentheses are the minutes it takes to process a customer.
- What is the capacity of Barbara’s shop in terms of the numbers of Type A customers who can be served in an hour? Assume no customers are waiting at Steps T1 or T7.
- If 30 percent of the customers are Type A customers and 70 percent are Type B customers, what is the average capacity of Barbara’s shop in customers per hour?
- Assuming that the arrival rate is greater than five customers per hour, when would you expect Type A customers to experience waiting lines, assuming no Type B customers in the shop? Where would the Type B customers have to wait, assuming no Type A customers?
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The figure below details the process flow for two types of customers who enter Barbara's Boutique shop for customized dress alterations. After step T1, Type A customers proceed to step T2 and then to any of the three workstations at T3, followed by steps T4 and T7. After step T1, Type B customers proceed to Step T5 and then steps T6 and T7. The numbers in parentheses are the minutes it takes to process a customer.
T1TypeT3-cT2T5(13)A or B(12)(16)(13)T3-b(12)(15)T3-a
x y graph
T4T6(10)(17)(22)T7
x y graph
a. What is the capacity of Barbara's shop in terms of the numbers of Type A customers who can be served in an hour? Assume no customers are waiting at steps T1 or T7.
nothing
customers. (Enter your response rounded down to the next whole number.)
b. If
30
percent of the customers are Type A customers and
70
percent are Type B customers, what is the average…
3. Figure 5.11 details the process flow for two types of custom-ers who enter Barbara’s Boutique shop for customized dressalterations. After step T1, Type A customers proceed to step T2and then to any of the three workstations at T3, followed bysteps T4 and T7. After step T1, Type B customers proceed tostep T5 and then steps T6 and T7. The numbers in parenthe-ses are the minutes it takes to process a customer.a. What is the capacity of Barbara’s shop in terms of thenumbers of Type A customers who can be served in anhour? Assume no customers are waiting at steps T1 or T7.b. If 30 percent of the customers are Type A customers and70 percent are Type B customers, what is the averagecapacity of Barbara’s shop in customers per hour?
c. Assuming that the arrival rate is greater than five custom-ers per hour, when would you expect Type A customers toexperience waiting lines, assuming no Type B customersin the shop? Where would the Type B customers have towait, assuming no Type A customers?
I-mart is a discount optical shop that can fill most prescription orders in around one hour. The management is analyzing the processes at the store. There currently is one person assigned to each task below. The optometrist assigned to task B takes an hour off for lunch and the other employees work the entire day.
Task:
Greet/resister the patient 2 min / patient
Optometrist conducts eye exam 30 min / patient
Frame/lenses selection 15 min / patient
Glasses made ( process 6 prs. at same time ) 54 min / patient
Final fitting 5 min / patient
For a typical 10-hour retail day (10a-8p) the manager would like to calculate the following:
Assuming every patient requires glasses, what is the current maximum output of the process per day?
If another person was added, where is the logical place? A,B,C, D, OR E.
Chapter 5 Solutions
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
Ch. 5 - Take a process that you encounter on a daily...Ch. 5 - Prob. 2DQCh. 5 - How could the efficiency of the redesigned process...Ch. 5 - Bill’s Barbershop has two barbers available to...Ch. 5 - Melissa’s Photo Studio offers both individual...Ch. 5 - Figure 5.11 details the process flow for two types...Ch. 5 - Prob. 4PCh. 5 - Super Fun Industries manufactures four top-selling...Ch. 5 - Prob. 6PCh. 5 - Yost-Perry Industries (YPI) manufactures a mix of...
Ch. 5 - Prob. 8PCh. 5 - Prob. 9PCh. 5 - A.J.’s Wildlife Emporium manufactures two unique...Ch. 5 - Cooper River Glass Works (RGW) produces four...Ch. 5 - Quick Stop Pharmacy is a small family-owned,...Ch. 5 - Use the longest work element rule to balance the...Ch. 5 - Johnson Cogs wants to set up a line to serve 60...Ch. 5 - Refer back to Problem 16. Suppose that in addition...Ch. 5 - To meet holiday demand, Penny’s Pie Shop...Ch. 5 - A paced assembly line has been devised to...Ch. 5 - Prob. 20PCh. 5 - Greg Davis, a business major at the University of...Ch. 5 - Prob. 1VCCh. 5 - Which boarding scenario among the different ones...Ch. 5 - How should Southwest evaluate the gate boarding...Ch. 5 - How will Southwest know that the bottleneck had...
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