I need number 4 and 5 please Management of Mittel Company would like to reduce the amount of time betweenwhen a customer places an order and when the order is shipped. For the first quarter ofoperations during the current year the following data were reported:Inspection timeWait time (from order to start of production)0.6 days17.1 days2.7 daysProcess time0.7 days3.7 daysMove timeQueue timeRequired:1. Compute the throughput time. (Round your answer to 1 decimal place.)2. Compute the manufacturing cycle efficiency (MCE) for the quarter. (Round yourpercentage answer to nearest whole percent.)3. What percentage of the throughput time was spent in non-value-added activities?(Round your percentage answer to nearest whole percent.)4. Compute the delivery cycle time. (Round your intermediate calculations and finalanswer to 1 decimal place.)5. If by using Lean Production all queue time during production is eliminated, what willbe the new MCE? (Do not round intermediate calculations. Round your percentageanswer to 1 decimal place.)1. Throughput time7.7 days2. Manufacturing cycle efficiency3. Non-value-added throughput time35 %65 %4. Delivery cycle timedays5. New manufacturing cycle efficiency%Prev3 of 8Next >

The amount of time required for during manufacturing process for converting raw materials into…

Answered: I need number 4 and 5 please

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

See similar textbooks

Similar questions

Management of Mittel Rhein AG of Köln, Germany, would like to reduce the amount of time between when a customer places an order and when the order is shipped. For the first quarter of operations during the current year the following data were reported: Inspection time- 0.7 daysWait time (from order to start of production) -16.6 daysProcess time -2.7 daysMove time -1.3 daysQueue time- 4.5 daysRequired:1. Compute the throughput time. (Round your answer to 1 decimal place.) 2. Compute the manufacturing cycle efficiency (MCE) for the quarter. (Round your answer to the nearest whole percentage (i.e., 0.12 should be entered as 12).) 3. What percentage of the throughput time was spent in non–value-added activities? (Round your answer to the nearest whole percentage (i.e., 0.12 should be entered as 12).) 4. Compute the delivery cycle time. (Round your intermediate calculations and final answer to 1 decimal place.) 5. If by using Lean Production all queue…
Each day, a FedEx competitor processes approximately 50,000 shipments. Suppose that they use the same Service Quality Index as FedEx and identified the following numbers of errors during a 5-day week (see the "FedEx: Measuring Service Performance" box). These values are hypothetical and do not reflect any real company’s actual performance. Description Weight Number of Errors Complaints reopened 3 145 Damaged packages 10 17 International 1 109 Invoice adjustments 1 284 Late pickup stops 3 207 Lost packages 10 4 Missed proof of delivery 1 28 Right date late 1 752 Traces 3 115 Wrong day late 5 11 Compute the Service Quality Indicator by finding the weighted sum of errors as a percentage of total shipments. Do not round intermediate calculations. Round your answer to three decimal places. Service Quality Indicator (SQI): %
Tombro Industries is automating one of its plants and developing a flexible manufacturing system. In an effort to revise its performance measurement system, the company gathered the following data for the last four months: Quality control measures: Number of defects Number of warranty claims Number of customer complaints Material control measures: Purchase order lead time Scrap as a percent of total cost Machine performance measures: Machine downtime as a percentage of availability Use as a percentage of availability Setup time (hours) Delivery performance measures: Throughput time Manufacturing cycle efficiency (MCE) Delivery cycle time Percentage of on-time deliveries Month 1 2 3 4 191 169 130 91 52 45 36 33 108 102 85 64 10 days 9 days 7 days 5 days 2% 2% 3% 6% 5% 6% 6% 10% 95% 92% 89% 85% 10 12 13 14 ? ? ? ? ? ? ? ? ? ? 96% 95% ? 92% ? 89% The president read in industry journals that throughput time, MCE, and delivery cycle time are important measures of performance, but no one is…
Different types of alarms involved in the process industry.
day, a FedEx competitor processes approximately 70,000 shipments. Suppose that they use the same Service Quality Index as FedEx and identified the following numbers of errors during a five-day week (see the “FedEx: Measuring Service Performance” box): These values are hypothetical and do not reflect any real company’s actual performance. Complaints reopened: 125 Damaged packages: 18 International: 102 Invoice adjustments: 282 Late pickup stops: 209 Lost packages: 2 Missed proof of delivery: 26 Right date late: 751 Traces: 115 Wrong day late: 15 Compute the Service Quality Indicator by finding the weighted sum of errors as a percentage of total shipments.
Background: Data about the frequency of adverse events related to inappropriate care in hospitals come from studies of medical records as if they represented a true record of adverse events. In a prospective, observational design we analyzed discussion of adverse events during the care of all patients admitted to three units of a large, urban teaching hospital affiliated to a university medical school. Discussion took place during routine clinical meetings. We undertook the study to enhance understanding of the incidence and scope of adverse events as a basis for preventing themMethods: Ethnographers trained in qualitative observational research attended dayshift, weekday, regularly scheduled attending rounds, residents' work rounds, nursing shift changes, case conferences, and other scheduled meetings in three study units as well as various departmental and section meetings. They recorded all adverse events during patient care discussed at these meetings and developed a classification…
Background: Data about the frequency of adverse events related to inappropriate care in hospitals come from studies of medical records as if they represented a true record of adverse events. In a prospective, observational design we analyzed discussion of adverse events during the care of all patients admitted to three units of a large, urban teaching hospital affiliated to a university medical school. Discussion took place during routine clinical meetings. We undertook the study to enhance understanding of the incidence and scope of adverse events as a basis for preventing them Methods: Ethnographers trained in qualitative observational research attended dayshift, weekday, regularly scheduled attending rounds, residents' work rounds, nursing shift changes, case conferences, and other scheduled meetings in three study units as well as various departmental and section meetings. They recorded all adverse events during patient care discussed at these meetings and developed a…
Can you explain what is this in one sentence - Defect arrival pattern during machine testing : - Phase-based defect removal pattern : - Defect removal effectiveness :
1. There are two approaches to the implementation of ERM, namely the measurement driven approach and the process-control approach. What is the focus of the measurement driven approach in implementing ERM? 2. Write a small paragraph on the concept of maximum foreseeable loss (MFL) and its significance in risk management. Question 2 1. Distinguish between the.'Maximin', 'Maximax·• and the 'Minimax regret' decision strategy. 2. Determining the size or quantum of a possible loss provides a backdrop against which efforts to manage the risk can be measured .Highlight the measures used to enhance the description of possible loss more accurately
The following data were collected on the number of nonconformities per unit for 10 time periods. Complete parts (a) and (b). Time 1 2 3 4 5 6 7 8 9 10 Nonconformities Per Unit 23 11 14 15 6 14 11 9 13 6 What is the upper control limit? Select the correct choice below and fill in any answer boxes within your choice. A. UCL=enter your response here (Round to three decimal places as needed.) B. There is no upper control limit.
Management at Deluxe Diner is in process of establishing a quality control system for the time it takes to initially make contact with a table of patrons. A sample of size 3 is taken on each of the five different days. The following data table presents the results (all times listed are in seconds). Use this info for the next 2 questions Service Encounter Time 1 Time 2 Time 3 day 1 200 150 175 day 2 120 85 105 day 3 83 93 130 day 4 68 150 145 day 5 110 90 75 What is the centerline (CL) for the x-bar chart? Group of answer choices a Less than or equal to 100 b Greater than 100 but less than or equal to 105 c Greater than 105 but less than or equal to 110 d Greater than 110 but less than or equal to 115 e Greater than 115 but less than or equal to 120 f Greater than 120
12:26 +968 9958 9539 All Media 24/04/2021, 9:56 PM stion The historical demand for four perlod is 40, 50, 70, and 71 respectively. Using the Nalve method, the Mean absolute Deviation (MAD) is O a. 20.33 ed out of O b. None is correct Oc 10.33 Od. 10.33 question Oe -20.33

SEE MORE QUESTIONS

Recommended textbooks for you

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

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

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

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

Business in Action

Operations Management

ISBN:

9780135198100

Author:

BOVEE

Publisher:

PEARSON CO

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.

SEE MORE TEXTBOOKS