Chapter 3: Process analysis COMFY SHOES INC Comfy Shoes Inc builds shoes tailored to meet each individual customer’s needs. Customers who visit the downtown offices of Comfy Shoes in Philadelphia can choose one or more of the following four custom-tailoring services. Customers receive their shoes in the mail within a week of their initial visit. Service Description Time Resource used A. Walking Basics Take measurements for basic walking shoes. 12 min. 1 attendant B. Walking Plus Choose
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Kristen’s Cookie Co 1. How long will it take for you to fill a rush order? It would take the team 26 minutes. The rush order itself of would require 7 steps as follows (the total cycle time is listed in parentheses): Clean Bowl‚ Add ingredients‚ and Mix (06:00 mins) Dish Cookies onto Tray* (02:00 mins) Put Cookies in Oven‚ Set Timer & Temp*(01:00 mins) Baking * (09:00 mins) Remove cookies and cool (05:00 mins) Bag cookies* (02:00 mins) Accept payment (01:00
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Goal for identifying a bottleneck? The bottleneck is defined as the resource such that the capacity is equal to‚ or less than the demand placed on it. To identify the bottleneck for this particular case‚ those processes were analyzed after which there is usually a shortage of material 2. After bottlenecks have been identified‚ what are the concrete factory floor-level actions described in the book for improving overall system performance? After identifying the bottlenecks‚ the actions described
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18000) of wet berries and 5400(30% of 18000) of dry berries. Since the process capacity is of bottleneck‚ the capacity of the cranberry process is 600 bbls/hour. Also‚ we have to take note that only wet berries go through the drying process and thus the processing of the dry berries are not affected by this. The process capacity of processing dry berries alone would be 1200 bbls per hour (Bottleneck = Quality Grading). However‚ even with the capacity of 1200 bbls per hour‚ all dry berries received
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levels. Answer: True Reference: The Theory of Constraints Difficulty: Moderate Keywords: capacity‚ satisfaction 6. A bottleneck is an operation that has the lowest effective capacity of any operation in the process. Answer: True Reference: Introduction Difficulty: Moderate Keywords: bottleneck‚ effective‚ capacity 7. The Theory of Constraints method is also referred to as the drum-beater-rope method. Answer:
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Packaging machine c. It has no direct effect on the capacity since it is not the bottleneck. d. Process capacity = 90 boxer/hour. Implied Utilization = process capacity/demand rate = 0.666 = 66% 4.7 ATLAS INC. a) The bottleneck is the worker with the highest activity time (across all activities). Which in this case is worker 2: 35 +25 = 60 seconds b) Capacity of the line is determined by the activity time of the bottleneck step. In this case‚ Capacity is 1/60 = 60 units/hour c) Utilization is provided
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Because of the system’s constraint: the Bottleneck. You can operate the business at full capacity‚ but if you are not aware of the system’s constraint‚ and keep producing above the bottleneck’s capacity‚ you would not increase throughput (the rate at which the system generates money through sales or service). The capacity of throughput the plant can produce is equal to the capacity of the bottleneck. Increasing capacity at departments that are not the bottleneck does not increase productivity. Instead
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each operation to a bottleneck capacity (e.g.‚ Herbie). Bottleneck is an activity with the lowest effective capacity. Alternatively‚ an activity with capacity utilization (CU) >100% is a bottleneck. Throughput rate of a process is determined by a bottleneck capacity. If a bottleneck capacity < 100%‚ a process ___ the demands. WIP = 1 WIP > 1 If the bottleneck capacity = the demands‚ how much WIP inventory will be in the process? If the bottleneck capacity < the demands
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first evaluated our factory‚ we noticed from days 1 to 50‚ the bottleneck was mainly Station 1. Most days‚ however‚ we were able to make our $1000 revenue. Therefore‚ our team decided that buying another machine for Station 1 would help move the bottleneck and meet our 24 hour quoted time for completing and shipping receivers. Day 97 – Changed Station 2 scheduling rule to priority step 2 From days 51 to 97‚ we noticed the bottleneck occurred at all stations‚ depending on how many new kits were
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Kristin’s Cookie Company Solution This is what the process looks like. [pic] 1. The capacity of the system is based on the output of the bottleneck. The bottleneck is the oven‚ which can process 60min/10min = 6 dozen orders per hour. This assumes one-dozen order sizes. 2. The throughput time is the sum of the processing times for each of the steps. This equals 8+10+5+2+1=26 minutes. 3. In a four-hour shift you can produce the hourly capacity for each hour. This
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