Bill → 4 + 10 + 12 + 2 = 28 mins Path A is critical so the TFT is 36 minutes [c]. The flow time efficiency is 36/60 = 60% Problem 4.2 [a] The flow chart of the process is as shown in Figure TM-4.1. Figure TM-4.1. Flow chart of the Kristen Cookies Process flow Flow unit = 1 order of 1 dozen the theoretical flow time is 26 minutes. This is determined by adding the activity times from start to finish for 1 dozen cookies. [b] Flow unit = 1 order of 2 dozen. To determine the theoretical
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OMGT 1039 Production Management Assignment 1 (20 %) Quality Control Problem and QFD Due on Friday 2 Nov 2012 10:00pm Word Limit: 1500-1800 words For Assignment 1 there are two case studies. Each case worth 10 marks. Case 1 The Fred and Barney Cookie Co.[1] The Fred and Barney Cookie Co. has collected the following data over the past few days: they have a process that bakes and packages a targeted 11-gram package of cookies. They take a sample of fifteen packages every 2 hours and have
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The Firebake Cookie Company proposes to introduce a unique new product in the Kansas City area‚ and this report provides a macro-environmental analysis to predict the cookie’s profitability. The “Firebake Cookie” is a new concept in outdoor cooking marketed towards hikers‚ campers‚ and other outdoor enthusiasts. Utilizing political‚ economic‚ sociological‚ technological‚ legal‚ and environmental analysis (PESTLE)‚ the “Firebake Cookie” concept has potential to be a profitable endeavor.
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will produce and sell cookies by the dozen. Should you give any discount for people who order two dozen cookies‚ three dozen cookies‚ or more? If so‚ how much? Will it take any longer to fill a two- dozen cookie order than a one-dozen cookie order? You can only
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Pillsbury cookie challenge — Presentation Transcript 1. • By the end of this presentation you will be convinced that Pillsbury can increase its household penetration by re-engaging with existing users‚ by adapting to new consumer demands‚ and by altering the perception of the product in the minds of consumers. 2. • Background• Challenges in the Canadian Market• The Pillsbury Sub-Culture• Study Results• Strengths and Opportunities• New Market Segmentation• Recommendations• Implementation Timeline•
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we need to make a second tray ready waiting for entering the oven. As the first tray gets empty and refilled before finishing oven’s operation‚ there is no need for extra trays. Q 6 The bottle neck is oven. In this case‚ the electricity bill is not on us so adding another oven can reduce the cycle time and improve the process capacity. But‚ since the current demand is being fulfilled by 1 oven‚ there is no need to add another oven. When our demand is 20 dozen cookies
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Zann Johnson Mrs. Fields’ Cookies Case 1. Would you describe Mrs. Fields’ Cookies as more of a functional hierarchy structured along traditional functional lines or more of an IT-enabled network consisting of tailored business processes? I believe that Mrs. Fields’ Cookies started out as traditional‚ but evolved into an IT-enabled networked that consisted of tailored business processes. Randy definitely had a vision for the company and made sure that what we desired came to life. It also allowed
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Solution to Kristen’s Cookie Company (A) Before answering specific questions‚ it is useful to make a diagram of the overall process: Note that in this diagram‚ activities are arranged in columns to indicate which resources are being used. Inside each activity symbol are written the capacity (in dozens of cookies) and the cycle time (in minutes). 1. How long will it take for you to fill a rush order? Assuming this order is for one dozen cookies‚ we will need to do the following: Activity
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time by utilizing resources to its best.(for eg: Using electric mixer to its maximum limit‚i.e once to make a dough for 3 dozen cookies instead of using three times).Also process can be twisted according to convenience. As a result Cost-of-time per cookie will decrease. • Higher productive than previous system. Disadvantage: • Capital Investment: High capital investment to buy ingredients for both “pre-stock” and “fresh cookies”. • Risk & wastage: Higher financial & ‘time’ risk than conventional
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Cookies-N-Cream Case Study 1. What are some location advantages that Cookies-N-Cream has that a brick-and-mortar retailer doesn’t have? Are there any drawbacks to a mobile vendor’s choice of location? The first advantage that comes to mind is the lack of property tax. Selling out of a van eliminates this tax. It also allows them to drive to the customer‚ they can relocate to a busier place if the location they are currently set up at is slow. The drawback is it may be difficult to find if
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