At the end of Chapter 3: Managing Processes and Capacity and Chapter 14: Materials and Resource Requirements Planning, there is a section devoted to solving problems.
For this week’s assignment, work on the following problems.
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Chapter 3: Problems 8 and 9
·
Chapter 14: Problems 19 and 20
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Make sure to show detailed steps and not just the solutions.
Chapter 3: Problems 8 and 9
(8) New Time Videos (NTV) is a new online video rental service. In the field, it is trying to compete by offering its customers access to all of the major new video releases in one business day. That is, if you order a video from NTV, you can expect it in one business day from the time when you placed the order. When you are done with the video, you simply drop it in the prepaid mailing envelope and return it. All videos arrive in a sorting facility located in the Midwest where envelopes with the videos are opened, checked (right video with the right sleeve, no scratches, no cracks, no dirt on the videos), and made ready to be sent out again. As the manager of this facility, your goal is to turn the returned videos around in six hours (a shift is eight hours long). You have the following information:
Inventory of videos: 450,000 per shift
Throughput: 325,000 per shift
Calculate the expected average flow time. (Hint: Use Little’s Law.)
What changes would you recommend to meet the goal of processing a returned video within six hours?
(9) PizzaTime Restaurants is building a new pizza place and needs to determine how big to make the various parts of its facility. It wants to be able to accommodate a maximum of 500 customers per hour at its peak times. PizzaTime has collected the following information: the average time to place and receive an order is 1.1 minutes, 20 percent of the customers have cars and require parking spots, and the average length of time at the restaurant is 20 minutes per customer. Assuming a capacity cushion of 20 percent, find:
(A) The number of cash registers required (assume an average of four customers per group).
(B) The number of parking spaces needed.
(C) The number of seats/tables needed (assume four seats per table).
(D) Which of these operations are likely to be bottlenecks?
Chapter 14: Problems 19 and 20
Calculate the processing load and develop the load profile for the computer assembly process. As the planner, what concerns do you have (if any)? What changes might you consider? Part Name: Computer
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Processing time = 2 hours |
Week 1 |
Week 2 |
Week 3 |
Week 4 |
Week 5 |
Week 6 |
Week 7 |
Week 8 |
|
Planned order releases |
60 |
50 |
40 |
35 |
70 |
55 |
45 |
60 |
|
Processing load (hours) |
||||||||
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Available capacity (hours) |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
Calculate the processing load and available capacity and develop the load profile for the stereo speaker subassembly. Two employees work the assembly process for 40 hours each per week. As the planner, what concerns do you have and what changes would you make (if any)? Part Name: Stereo speaker
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Processing time = 20 minutes |
Week 1 |
Week 2 |
Week 3 |
Week 4 |
Week 5 |
Week 6 |
Week 7 |
Week 8 |
|
Planned order releases |
210 |
180 |
220 |
260 |
200 |
180 |
230 |
190 |
|
Processing load (hours) |
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|
Available capacity (hours) |
