I need help for my homework questions QUESTION 14Consider the following process (this is the same process diagram as the previous question):Station A4 min/unitStation B2 min/unitStation CStation D5 min/unit3 min/unitWhat is the capacity of the whole process in units / hour? Enter your answer rounded to 2 decimal places.QUESTION 15Consider the process shown below.Step 2 (a)9 min/unitStation 3Station 4Step 13 min/unit5 min/unit5 min/unitStep 2 (b)8 min/unitWhat is the capacity of the entire step 2 in units per hour? Workers (a) and (b) are working in parallel for step 2. Enter your answerrounded to 2 decimal places. Hint: Step 2 has two workers working in parallel.SaveMacBook AirF1020F3* F5F6000 F4F2F1&$@6784RTYE# 3

The question is related to capacity planning. In the given question a product prosessing time under…

Answered: QUESTION 14 Consider the following…

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...

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Employees Layoffs at the University Medical Center The University Medical Center is medium-sized, 300-bed capacity hospital at Dasmarinas Cavites. The facilities have grown gradually over the years and are now the 2nd largest in the town of Dasmarinas. It is entirely nonunion and has never experienced an employee layoff since its inception. Sister Veronica Cornista, the Chief Executive Officer of the hospital for 8 years presented a rather bleak financial of the BOD. This according to her is the result of the declining occupancy rate which has affected the hospital’s revenues to such an extent that it ran a deficit for the first time last 1998. Such declines have not been unusual for this industry because of increasing competition. So far, the only response to these changes has been tightening of requirements for equipment or supply purchases. The projected deficit for the coming year is around 1,300,000 unless some additional revenues were identified or some additional savings…
PS.55 Four Corners is an IBC company that sells delicious Navajo tacos in the Crossroads Food Court. Part of their success can be attributed to the freshly fried Indian bread that is used not only for the tacos, but also for dessert items. As demand grows the fry-bread process is becoming a bottleneck. Operations management for the company is looking at two different process options to replace the highly manual process currently being used. Option 1 (medium automation) would cost $190 to implement whereas Option 2 (high automation) would cost $450. With Option 1 the variable cost per fry bread produced would be $0.23. The variable cost for Option 2 would be $0.11 per fry bread. At what volume (demand) of fry breads is the cost for the two options the same? (Display your answer to two decimal places.) What is the total cost for either option at this break-even volume (answered in the last question)? (Display your answer to two decimal places.)
Monique Food Processing Company produces light snacks that can be heated in a microwave. The following steps are included in the process: Steps Description Capacity (Units/Hour) 1 Prepare food 200 2 Measure and place in plastic pouch 175 3 Prepare cardboard box 200 4 Insert pouch into box 300 5 Shrink-wrap box 200 What is the system capacity, and which is the bottleneck department? How much slack (unused capacity) is available in other departments? How much system capacity can be gained by adding capacity to the bottleneck? What are the key factors that determine when to add capacity? Why would an organization want to reduce its capacity?
PS.55 Four Corners is an IBC company that sells delicious Navajo tacos in the Crossroads Food Court. Part of their success can be attributed to the freshly fried Indian bread that is used not only for the tacos, but also for dessert items. As demand grows the fry-bread process is becoming a bottleneck. Operations management for the company is looking at two different process options to replace the highly manual process currently being used. Option 1 (medium automation) would cost $180 to implement whereas Option 2 (high automation) would cost $365. With Option 1 the variable cost per fry bread produced would be $0.24. The variable cost for Option 2 would be $0.07 per fry bread. At what volume (demand) of fry breads is the cost for the two options the same? (Display your answer to two decimal places.) Number What is the total cost for either option at this break-even volume (answered in the last question)? (Display your answer to two decimal places.) Number
Table Q4 shows information for systems A and B. By using the information provided determine: Table Q4 Information on System A & B System A X¡ unit per day Output Dollar spent $ spent for day Y per unit K¡ per day Zi per day Other cost System B Output Expenditure S spent for day Other cost X2 unit per day Y2 per unit K2 per day Z2 per day a. Assuming that system A is stable, determine the following: i. The 100% output of system A, if the output per maximum is noted to be at 60%. ii. The unit of output considering losses, if the output of system A is 30% higher than the one given in Table above and the output per unit effective capacity is 0.65. iii. From (i), determine the new quantity (unit) of the output to reach an additional 20% increment in unit per maximum for system A. iv. The quantity (unit) of the output for A that should be able to be collected if the efficiency is 80%, the unit of the output is the same as (ii).
Question# 2: Consider the supply chain involved when a customer orders a book from Amazon. Identify the push/pull boundary and two processes each in the push and pull phases.
Problem 5-17 (Static) The following diagram describes a process that consists of eight separate operations, with sequential relationships and capacities (units per hour) as shown. 15/hr 5/hr 10/hr Capacity 8/hr 20/hr 12/hr a. What is the current capacity of the entire process? units per hour Operation to improve How much additional capacity to strive for Resulting capacity of the process Check my work 34/hr b. If you could increase the capacity of only one operation through process improvement efforts, which operation would you select, how much additional capacity would you strive for, and what would the resulting capacity of the process be? 30/hr units per hour units per hour
Analyzing Operations at the Casa Vana Inn” The reservations office at the Casa Vana Inn is so busy that the reservations agents do not use the computer system to check room availabilities before recording reservation requests. Their standard procedure is to jot down all the relevant reservation information on a pad of paper, record the information when call volume slows, and then call the guest back to confirm the reservation. Given the fact that the reservations manager, Bradley Lawrence, doesn’t trust the computer system, he insists that his staff maintain a reservations rack using typed reservation slips and a set of wooden pockets. Each morning, the reservations agents transfer the reservation slips for those guests expected to arrive that day to the front desk to facilitate a faster check-in. Upon arrival at the front desk, each guest is asked to complete a registration card. The front desk agent matches the information on this card with the reservation slip to ensure proper…
Number 4 A process currently services an average of 41 customers per day. Observations in recent weeks show that its utilization is about 90 percent, allowing for just a 10 percent capacity cushion. If demand is expected to be 60 percent of the current level in five years and management wants to have a capacity cushion of just 3 percent, what capacity requirement should be planned? The needed capacity requirement is ______________________ customers per day. (Enter your response rounded up to the next whole number.)
Based on the data from the below table: b. What is the system capacity in the total number of car arrivals per hour? Which resource(s) is (are) the bottleneck(s)? System Capacity: Bottleneck: Resources and task times are as follows: Service Oil & filter change Transmission fluid check Tire rotation Wheel balancing Number of employees 2 1 2 2 Time required/employee 12 minutes 5 minutes 15 minutes 30 minutes
Below is information related to: historical average processing times for Products A and B historical percentage of work center load required to produce Produdcts A and B routing and standard times to produce Product B • the product structure for Product B • a MPS covering 3 periods for Products A and B. MPS in Units End Product 2 Processing Time A 50 45 25 Historical % End Product Hours/Unit wC B. 30 25 30 100 40% A 0.80 200 50% в 1.6 300 10% Routing and Standard Time Data End Product Lot Size Work Center Set Up (Hrs) Run Time/Unit (Hrs) Hrs/Unit B 40 100 1 1.25 D (3 required) D 50 200 0.07 100 200 0.08 F 100 300 0.04 (2 required) A. Develp a rough cut capacity plan for the three work centers based on historical factors. Please fill in the table below with your final calculations. Show your work in the space belov Historical Total Work Center Percentage 1 2 3 Hours 100 200 300 Total Required Capacity Show any work here:
Chapter 5: Homework Mini Cases Required: 1. Describe the risks associated with the system depicted in the flowchart below. 2. Describe the physical controls needed to mitigate each risks. Purchases Department Receiving Department Čentral Čomputer Facility Account Payable Department Warehouse Packing Slip Vendor PO Invoice Rec Reprt Identify Items and Select Prepare Receiving Accaunting System Vendor report Reconcile Reconcile and Packing Slip Updlate Inventory documents and Rec Reprt set up Liability nve ntory PO Records Rec Reprt Rec Reprt PO Invoice ALLOUnt PO Payable Rec Reprt Vendor

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