To meet holiday demand, Alex's Pie Shop requires a production line that is capable ofproducing 50 pecan pies per week, while operating only 40 hours per week. There are onlyfour steps required to produce a single pecan pie with respective processing times of 5minutes, 5 minutes, 45 minutes, and 15 minutes.a. What should be the line's cycle time?b. What is the smallest number of workstations Alex could hope for in designing theline considering this cycle time?c. Suppose that Alex finds a solution that requires only four stations. What would bethe efficiency of this line?

Cycle time is the proportion between total available time and total demand. Considering the given…

Answered: To meet holiday demand, Alex's Pie Shop…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter4: Linear Programming Models

Section: Chapter Questions

Problem 111P

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To meet holiday demand, Penny’s Pie Shop requires a pro-duction line that is capable of producing 50 pecan pies perweek, while operating only 40 hours per week. There areonly four steps required to produce a single pecan pie withrespective processing times of 5 minutes, 5 minutes, 45 min-utes, and 15 minutes.a. What should be the line’s cycle time?b. What is the smallest number of workstations Penny couldhope for in designing the line considering this cycletime?c. Suppose that Penny finds a solution that requires onlyfour stations. What would be the efficiency of this line?
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?
The three-station work cell illustrated in the figure below has a product that must go through one of the two machines at station 1 (they are parallel) before proceeding to station 2. Capacity: 20 units/hr Station 1 Machine A Station 2 Station 3 Station 1 Capacity: Capacity: Machine B 2 units/hr 3 units/hr Capacity: 20 units/hr
a. what is the bottleneck of this process? b. what is the hourly capacity of the process?
What are the techniques available to operations managers to deal with a bottleneck operation? Which of thesedoes not decrease throughput time?
Explain why doubling the capacity of a bottleneck may not double the system capacity? Use a diagram to explain the concept of Throughput time and Bottleneck.
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What a re the techniques available to operations managers to deal with a bottleneck operation? Which of these does not decrease throughput time?
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:
The three-station work cell illustrated in the figure below has a product that must go through one of the two machines at station 1 (they are parallel) before proceeding to station 2. Q Capacity: 30 units/hr Station 1 Machine A Station 1 Machine B Capacity: 30 units/hr Station 2 Capacity: 10 units/hr a) The bottleneck time of the system is b) What is the bottleneck station of this work cell c) What is the throughput time? Station 3 Capacity: 6 units/hr minutes per unit (enter your response as a whole number).
significant advantages and practical implementations of employing a process train.
Manufacturing Company uses FIFO method of accumulating costs in a two-department process. Materials are introduced at the inception of the process except for a special material which is added in department 2 at 60% completion as to overhead. Inspection is done at the end of the process in both departments. Production data for Department 2 are given below: In process, beginning, (80% labor, 70% overhead)2,000 Transferred in 14,900 In process, ending (40% labor, 20% overhead) 3,000 Normal spoilage 200 Abnormal spoilage (found at 30% completion as to laborand 15% as to overhead due to internal failure) 400 Cost data for the month:In process beginning:Transferred in 15,020 Special materials 1,900 Direct labor 4,388 Overhead 11,044 Current costs:Transferred in 137,080 Special materials 14,030 Direct labor 46,000 Overhead 113,564 The cost of units transferred to finished goods is?The cost of spoilage charged to revenue is?

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