Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] On average‚ 18000 barrels arrive over the 12hr span that the business is open. This means approximately 1500 barrels of berries are input into the process per hour (18000barrels/12hrs). The capacity of the Kiwanee dumpers was given as 3000 b/hr.‚ and I was able to calculate the implied utilization by dividing
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number of layers. But‚ the set up time is quite significant. It takes 1.5 minutes to roll out a layer of cloth and so for 60 layers; it takes 90 minutes setup time. The machine is being operated by 4 operators and the company is using its maximum capacity‚ i.e. 60 layers and 8 patterns at a time. So‚ Total number of shirts cut in one run = 60*8 = 480 Total time taken by one run = setup time + runtime = 90 + 30 = 120 minutes Regular shirts labor content (minutes per shirt) for cutting = 120
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apparent that the hospital’s capacity utilization is roughly 71.43%. On Mondays and Fridays‚ 60 of the 90 beds are utilized (66%). Tuesdays through Thursdays‚ all 90 beds are being used (100%)‚ while 30 of the beds are being used on Saturdays and Sundays (33%). If they were using all 90 beds‚ 7 days a week‚ they would be admitting 630 patients per week. Using their current process‚ Shouldice is using 450 beds per week which is 71.43% of their capacity utilization. This is an ideal rate as doctors
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University Health Services: Walk-in Clinic 1. Process Flow PRE TRIAGE FLOW CHART [pic] TRIAGE FLOW CHART [pic] | |Pre-Triage |Triage | | |NP |MD |SP/MD |SP/NP |NP |MD |SP/MD | |8am-9am |18.2 |12.2 |2 |6.1
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0.67 | 3.9 | Manufacturing Lead Time (days) | 0.815 | 0.052 | 1.056 | 0.058 | WIP inventory (shirts) | 11760 | 1980 | 9060 | 48 | Production Capacity (shirts/day) | 960 | 960 | 720 | 123.07 | Capacity Utilization | 83.33 | 93.75 | 111.11 | 81.25 | Direct Labour Content (min/shirt) | 26.51 | 26.45 | 26.51 | 26.01 | Direct Labour Utilization | 69.04 | 76.22 | 90.17 | 33.87 | Direct Labour Cost ($/shirt) | 3.84 | 3.47 | 3.43 | 7.68 | Assumption: Throughout the case‚ it has been assumed
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Operations Management Shouldice Hospital January‚ 2013 Table of Contents Executive Summary ....................................................................................................................3 Scope .................................................................................................................................................. 3 Analysis ......................................................................................................................
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Littlefield Technologies Game Strategy- Group 28 I. PROJECT MANAGEMENT: We can apply multiple project management concepts to planning the project‚ scheduling the project‚ and controlling the project. First‚ the project was planned and scheduled by setting a goal of completion. Considering the group’s total allotted time‚ our goal was to have the description of the game strategy completed 48 hours before the deadline‚ and to work collaboratively on the statistical spreadsheet 24 hours before the
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are distributing and so on. This is not the case with LAA. The following table factors in work hours per step and as a result‚ distinguishes available capacity and reveals the bottleneck. Resource Unit Load (minutes/ sample) Resource Unit Capacity (samples/ minute) Resource Availability Resource Pool Capacity (samples/ minute) Available Capacity (samples/hr) Processing 0.21 1/.21 3 3/.21 857 Separation 0.72
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Optimize utilization of work force both interdepartmentally and within Underwriting department; Conduct cross functional training for DC‚ Rating and Policy Writing Manzana could provide cross functional training so that employees in DC‚ RT and PW could be flexible to reassign depends on the different demand. The exhibit A shows the current unbalance workload between departments (the idle time for RT and PW could be even more because of computerized system). The exhibit A also shows a new capacity utilization
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with 1.78 and variance with 3.15. We noticed the demand fluctuated a lot. CV is 0.71 (standard deviation/mean). Table 1 On the other hand‚ we reviewed the utilization‚ queue size for each machine‚ checked the revenue‚ completed jobs and lead time data. We noticed that on Day 40‚ Day42‚ and Day 44‚ machine in station 1 has the utilization more than 90% which means station 1 is a bottleneck. After identifying the bottleneck‚ We decided to purchase machine in station 1 first on Day 51 to see how
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