Introduction: President BC began his career at WC, the world largesst manufacturer of ambulances with only handful of employees. The firm has expanded to 350 and the physical plant has expanded with offices, R&D, final assembly and wiring and other facilities in large building. Due to rapid growth the painting work, aluminium fabrication and body installation into separate and warehousing into another.
Like other manufacturing companies, WC has problem with designing its facility from scratch. The material handling costs are bit higher than the normal layout. The aluminium cutting work is placed adjacent to the body-installation work cell. The product has to be driven across for its completion. The cell construction is flexible, small and movable so that they can be easily rearranged and transported to the assembly line.
Assembly line balancing is one of the key issues facing the company. Balancing the work with the workers is a challenging task and some workers are not able to complete the ambulance in seven days.
To determine: The suggestions to be given to Person BC.
Want to see the full answer?
Check out a sample textbook solutionChapter 9 Solutions
EBK PRINCIPLES OF OPERATIONS MANAGEMENT
- Explain what is a flexible manufacturing system and how does it differ from cellular layout ?arrow_forwarda. Under what conditions a company might consider using a combination of private and public warehouses in a logistical system? Explain. b. How can layout and design affect warehouse efficiency and productivity? Discuss with examples. Include their impact on order picking activity in the discussion.arrow_forwardwhy is capacity planning important ? what are the goals of facility layout?arrow_forward
- Littlefield Labs has three stations to process blood testing jobs. Fill out the following table on your scratch paper if needed. Note that additional machines have been installed and the bottleneck may have been shifted to a different place. Number of Capacity (jobs per Bottleneck? (Yes day) Mean Raw Processing Station Parallel Machines Time or No) Installed #1 5 hours # 2 1.5+0.5 - 2 hours # 3 1.83 hours 2 What is the whole factory's capacity (a.k.a. bottleneck rate) in "jobs per day" now? O 12 jobs per day O 25.26 jobs per day O 4.8 jobs per day O 19.2 jobs per day O 24 jobs per dayarrow_forwardA company is setting its assembly line for producing bicycles. Information corresponding to the steps is below: Work Element Label A B Check C D E Align Frame on Workstation Answer: 4.82 Assemble Handle Bar Assemble Gears and Pedals Assemble Wheels Tune the bicycle Precedence Time (Min) A A с B, D 4.2 2.2 2.4 1.5 Assume that the assembly line runs 40 hours per week. What is the desired cycle time (a.k.a. takt time) in MINUTES if the company decides that it wants to be able to produce 498 bicycles per week on this assembly line? 1.9 Round your answer to 2 decimal places and do not list the units. For example, answer like 2.34 and NOT 2.34 minutes.arrow_forward2 external references,of process, location and layout strategies with examples.arrow_forward
- Describe the difference between a functional layout vs a manufacturing cell approach to solid dosage facility design. Use layouts with an example of a manufacturing process of unit operations, i.e. capsule manufacturingarrow_forwardDanielle Hastings was recently hired as a cost analyst by CareNet Medical Supplies Inc. One of Danielle's first assignments was to perform a net present value analysis for a new warehouse. Danielle performed the analysis and calculated a present value index of 0.75. The plant manager, Jerrod Moore, is very intent on purchasing the warehouse because he believes that more storage space is needed. Jerrod asks Danielle into his office and the following conversation takes place: Jerrod: Danielle, you're new here, aren't you? • Danielle: Yes, I am. Jerrod: Well, Danielle, I'm not at all pleased with the capital investment analysis that you performed on this new warehouse. I need that warehouse for my production. If I don't get it, where am I going to place our output? • Danielle: Well, we need to get product into our customers' hands. • Jerrod: I agree, and we need a warehouse to do that. • Danielle: My analysis does not support constructing a new warehouse. The numbers don't lie; the…arrow_forwardBesides warehouse layout decisions, what are some other a pplications where ranking items according to "bang/buck" might make sense?arrow_forward
- Find the minimum number of machines (integer) required to achieve target production for the following data: • Target production volume= 95000 pieces per year • Standard time = 2 hours per piece • Machine Utilization = 0.90 • Duration of a shift is 8 hours, there are two shifts in a working day. • Machine set-up time per shift = 0.5 hours • Scrap estimate = 5% • Assume 265 working days in a year.arrow_forwardHi, I need help with this Operations Mangement problem. Thank you!arrow_forwardTrinity Valley Furniture Warehouse has purchased a retail outlet with six departments, as shown below. The anticipated number of customers that move between departments each week is given in the load summary chart. Each department is 30 ft x 30 ft. Present Layout A В C D E F Proposed Layout Distance, feet Present Layout Load Distance, feet From/To А — В А - F В -Е С - В D - C E - A Е -F F - B # Customers Load * Distance Load * Distance 70 50 100 70 80 40 30 60 F- E 100 Total a) Determine the total distance travelled by customers through the retail outlet on a weekly basis according to the present layout. b) Re-arrange the six departments such that the weekly total customer movement (distance) is minimized. c) Evaluate each of your proposed layouts. d) Even if you might be analyzing several possible layouts, choose only one of them based on their evaluations; i.e., which of them has the minimum Load * Distance. Draw a diagram of your proposed layout. Present the results of your…arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill EducationOperations 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 LearningProduction and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.