The diagram below represents a process where two components are made at stations A1 and A2 (one component is made at A1 and the other at A2). These components are then assembled at station B and moved through the rest of the process, where some additional work is completed at stations C, D, and E. Assume that one and only one person is allowed at each station. Assume that the times given below for each station represent the amount of work that needs to be done at that station by that person, with no processing time variation. Assume that inventory is not allowed to build in the system. Al 0.3 min. B D E 0.75 min. 0.65 min. 0.60 min. 0.55 min. A2 0.4 min. What is the average hourly output of the process when it is in normal operation? Average hourly output units
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- John's printer works is involved in printing and binding works. The company has got orders from four of its customers: A, B, C, and D at the beginning of work. The processing time and due date of these jobs is given below: rules. Job (In order of Arrival) A B C D L H. 111. IV. V. Processing Time (Days) 3 5 4 2 Develop the order in which these jibs are to be processed by using the following dispatching Earliest Due Date (EDD) Longest Processing Time Shortest Processing time Due date (Days hence) First Come First Serve Slack time Remaining Also calculate the average delay of a job in each case. 4 7 6 5Employees 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…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:
- Problem 2 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 1 2 Processing Time Historical % End Product Hours/Unit A 50 45 25 wc 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 (3 required) D 50 200 0.07 100 200 2 0.08 100 300 2 0.04 (2 required) B. Create a capacity bill for product B in the space provided. Consider lot sizes in your calculations. Capacity Bill for Product B EFProblem 2 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 3 Processing Time End Product Hours/Unit A 50 45 25 wc Historical % B. 30 25 30 100 40% A 0.80 200 50% B 1.6 300 10% B Routing and Standard Time Data End Product Lot Size Work Center Set Up (Hrs) Run Time/Unit (Hrs)| Hrs/Unit 40 100 1 1.25 E D (3 required) D 50 200 0.07 E 100 200 2 0.08 F 100 300 2 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 below. Historical Total Work Center Percentage 1 3 Hours 100 200 300 Total Required Capacity00:53:53 C k TB Problem Qu. 5-114 (Algo) Mccabe Corporation uses the weighted-average... for September. Mccabe Corporation uses the weighted-average method in its process costing. The following data pertain to its Assembly Department Mc Graw Hill control Work in process, September 1 Units started into production during September Units completed during September and transferred to the next department Work in process, September 30 Equivalent units of production Q A 2 Required: the weighted-average method. Compute the equivalent units of production for both materials and conversion costs for the Assembly Department for September using Z option W S # 3 X F3 Materials E H command D $ 4 DOD DOO F4 Conversion R C do 5 % F U * 8 N DII F8 Units 800 8,200 7,300 1,700 ( 9 F9 K M 0 Materials 55% F10 Percent Complete 75% L H P F11 > Help command Conversion 10% 25% + 11 Save & Exit 2 F12 option 2 Sub dele
- 3- A production process at Kenneth Day Manufacturing is shown in the following Figure The drilling operation occurs separately from, and simultaneously with, sawing and sanding, which are independent and sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). Assembly Sawing Sanding 0.7 units/hr 6 units/hr 6 units/hr Welding Assembly 2 units/hr 0.7 units/hr Drilling Assembly 2.4 units/hr 0.7 units/hr a) Which operation is the bottleneck? b) What is the bottleneck time? c) What is the throughput time of the overall system? d) If the firm operates 8 hours per day, 20 days per month, what is the monthly capacity of the manufacturing process?To meet holiday demand, Alex's Pie Shop requires a production line that is capable of producing 50 pecan pies per week, while operating only 40 hours per week. There are only four steps required to produce a single pecan pie with respective processing times of 5 minutes, 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 the line considering this cycle time? c. Suppose that Alex finds a solution that requires only four stations. What would be the efficiency of this line?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?
- A production process at Kenneth Day Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). Q Q 2.1 units/hr Sawing 5 units/hr Sanding Drilling 5 units/hr a) Sawing is the bottleneck. b) The bottleneck time is minutes per unit (round your response to two decimal places). Welding 2.5 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hrArrange the eight departments shown in the accompanying Muther grid into a 2 × 4 format. Note: Department 1 must be in the location shown.8 m 1 K Bill's Barbershop has two barbers available to cut customer's hair. Both barbers provide roughly the same experience and skill, but one is just a little bit slower than the other. The process flow below shows that all customers go through steps B1 and B2 and then can be served at either of the two barbers at step B3. The process ends for all customers at step B4. The numbers in parentheses indicate the minutes it takes that activity to process a customer. B1 (7) B2 (8) B3-a (10) B3-b (15) B4 (12) Q a. How long does it take the average customer to complete this process? minutes. (Enter your response rounded to one decimal place.) b. What single activity is the bottleneck for the entire process? B c. How many customers can this process serve in an hour? customers per hour. (Enter your response as an integer.)