OPERATIONS MANAGEMENT LL W/CONNECT CODE
2nd Edition
ISBN: 9781266520037
Author: CACHON
Publisher: MCG CUSTOM
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 5, Problem 6CQ
Summary Introduction
To identify: If the given statement is true or false regarding implied utilization.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Which of the following statements is TRUE?
Group of answer choices
The bottleneck resource is the one that determines the capacity of a process, and thus its utilization is always 100%.
Because there is excess capacity compared to the bottleneck resource, non-bottleneck resource is always under-utilized, and its utilization is less than 100%.
The bottleneck resource constrains the flow of the process, and thus the flow rate is always the same as the bottleneck capacity.
When process is capacity constrained, utilization tells us by how much demand exceeds capacity.
It is always necessary to add more capacity to the bottleneck stage to increase the Flow rate of the process.
Process time is part of cycle time. The process time of a business process refers to:
a. alWways is the largest part of cycle time.
b. timMe a customer spends waiting in a queue (e.g., time customer spends waiting in a drive-thru line)
c. is ofFten considered to be value-added time to the customer.
d. timMe from beginning to completion of the business process.
The bottleneck resource in a process has the least idle time. True or false?a. Trueb. False
Chapter 5 Solutions
OPERATIONS MANAGEMENT LL W/CONNECT CODE
Ch. 5 - Prob. 1CQCh. 5 - Prob. 2CQCh. 5 - Prob. 3CQCh. 5 - Prob. 4CQCh. 5 - Prob. 5CQCh. 5 - Prob. 6CQCh. 5 - Prob. 7CQCh. 5 - Prob. 8CQCh. 5 - Prob. 9CQCh. 5 - Prob. 10CQ
Ch. 5 - Prob. 11CQCh. 5 - Prob. 12CQCh. 5 - Prob. 13CQCh. 5 - Prob. 14CQCh. 5 - Prob. 15CQCh. 5 - Prob. 16CQCh. 5 - Prob. 1PACh. 5 - Prob. 2PACh. 5 - Prob. 3PACh. 5 - Prob. 4PACh. 5 - Prob. 5PACh. 5 - Prob. 6PACh. 5 - Prob. 7PACh. 5 - Prob. 8PACh. 5 - Prob. 9PACh. 5 - The help desk at Triple Stacked handles calls from...Ch. 5 - Prob. 11PACh. 5 - A pharmaceutical company creates a compound with a...Ch. 5 - Prob. 13PACh. 5 - Prob. 14PACh. 5 - Prob. 15PACh. 5 - Prob. 16PA
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 copy machine is available 24 hours a day. On a typical day, the machine produces 113 Jobs. Each Job takes about 4 minutes on the machine, 2 minutes of which is processing time and 2 minute is setup time (logging in, defining the job). About 16 Percent of the Jobs need to be reworked, in which case the setup time and the processing time have to be repeated. The remainder of the time, the equipment is idle. What is the OEE of the equipment? (Round your percentage answer to 1 decimal place.) What is the OEE of the equipment? 0.2 percentarrow_forwardIn a multi-station serial process system, the capacity of the system is the equal to the capacity of the station that has the highest capacity among all stations. True Falsearrow_forwardA copy machine is available 24 hours a day. On a typical day, the machine produces 100 jobs. Each job takes about 3 minutes on the machine, 2 minutes of which is processing time and 1 minute is setup time (logging in, defining the job). About 20 Percent of the jobs need to be reworked, in which case the setup time and the processing time have to be repeated. The remainder of the time, the equipment is idle. What is the OEE of the equipment? answer:______percentarrow_forward
- The processing time for the robogate has a normal distribution with mean 25 Sec and standard deviation 3 sec Find the probability that the next operation of the robogate will take 28.5 sec or less.( Round to three decimals)arrow_forwardThe slowest point in a process is a ________. Group of answer choices Bottleneck Lost production Surplus Throughputarrow_forwardA 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_forward
- People are served in a process with two resources. A worker in the first resource serves 28 people per hour and a worker in the second resource serves 14 people per hour. The first resource has 3 workers and the second resource has 5 workers. Demand occurs at the rate 14 people per minute (Instruction Round your answer to one decimal place) What is the implied utilization (%) of the second resource?___________arrow_forwardBlue Lotus is a bike shop located near a beach resort, which rents its bikes to guests staying in the resort. When a customer requests to rent a bike and no bikes are available (they are either with another customers or being cleaned for rental), customer waits until a bike is available. Once a bike rented out to a customer, the customer keeps it for an average of 1 day. Upon return, the bike is cleaned and tuned-up, which takes half a day (0.5 day). Suppose Blue Lotus has 7 bikes, and demand for bike rental is 4.1 per day. What is the average amount of time a customer waits to receive a bike? (Hint: From the perspective of customer waiting time, 0.5 day of cleaning time would be part of the processing time" so, p = 1+0.5 =1.5 days. Assume CVa = CVp = 1 in your calculations). O 1.197 days O2.134 days O 0.761 days O 5.380 daysarrow_forwardThe resource with the largest total demand rate is the bottleneck. True or false?a. Trueb. Falsearrow_forward
- Which of the following most directly expresses the motivation behind the expression "Do not block the bottleneck"? Multiple Choice O O O If the bottleneck has nothing to work on, the overall capacity of the process will be lower than it could be. If the bottleneck is prevented from working (e.g., it has nowhere to put its output), the overall capacity will be reduced. Blocking the bottleneck will increase the coefficient of variations of the arrival process, which decreases capacity. Blocking the bottleneck increases inventory turns, which increases the annual holding costs. It is not good to block the bottleneck because there are economies of scale in inventory management.arrow_forwardAn average of 1200 parts arrive to the EP chamber during an 8-hour workday. Each part goes through two stages of processing. At each stage, a single product is processed at a time, and processing takes an average of 15 seconds at the first station and 12 seconds at the second station. Inter-arrival times and service times are exponentially distributed. At the end of the second step, the product goes through a quality check. 5% of the parts fail the quality check and are sent back to the second stage of service. Parts exit the system only after they pass the quality check. Ignoring the time required to perform the quality check or in moving the part through the facility, what is the average cycle time for parts?arrow_forwardPerformance Evaluation and Risk Aversion Jill Lewis is the office manager of PureBreds Inc.Her office has 30 employees whose collective job is to process applications by dog owners whowant to register their pets with the firm. There is never a shortage of applications waiting to be processed, but random events beyond Lewis’s control (e.g., employees out sick) cause fluctuations inthe number of applications that her office can process. Jill is aware that it is important that the applications be processed quickly and accurately. Alex Zale, the district manager to whom Jill reports,bases his evaluation of Jill on the number of applications that are processed.Required1. If Jill is risk averse, how should Alex compensate her? Why?a. Flat salary.b. Straight commission based on the number of applications processed.c. Flat salary with a bonus based on the number of applications processed.d. Flat salary with a bonus based on the firm’s earnings.2. What is a disadvantage of an evaluation method…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.