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Exam 3: Process Choice and Layout Decisions in Manufacturing and Services

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Question 41

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With the backyard poultry craze unleashing a tidal wave of municipal code proposals, Chickenverks is poised to capitalize on the sudden demand for chicken tractors. The portable henhouses they have designed can be assembled in 10 basic steps, each with a required time and predecessor as shown in the table. There are 8 productive hours available in a day and the manufacturer wishes to produce 40 units per hour. $\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \mathrm { A } & 25 & \cdots \\\hline \mathrm { B } & 35 & \mathrm {~A} \\\hline \mathrm { C } & 20 & \mathrm {~A} \\\hline \mathrm { D } & 55 & \mathrm {~B} \\\hline \mathrm { E } & 45 & \mathrm { C } , \mathrm { D } \\\hline \mathrm { F } & 15 & \mathrm {~B} \\\hline \mathrm { G } & 35 & \mathrm { C } \\\hline \mathrm { H } & 40 & \mathrm { D } , \mathrm { E } \\\hline \mathrm { J } & 25 & \mathrm {~F} , \mathrm { G } \\\hline \mathrm { K } & 30 & \mathrm { H } , \mathrm { J } \\\hline\end{array}$ Balance the line according to the longest operation rule and calculate the percent idle time. Using the same arrangement of tasks at work stations, what is the greatest output that can be achieved in an eight-hour day and what is the percent idle time of this design?

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The takt time is 60 ∗ 60/40 = 90 seconds...

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Question 42

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The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time and predecessor as shown in the table. They work a 7 hour day and want to produce at a rate of 360 units per day. What should their takt time be? $\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 40 & \text { A } \\\hline \text { D } & 55 & \text { B, C } \\\hline \text { E } & 40 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { F, G } \\\hline\end{array}$

A) 70 seconds
B) 65 seconds
C) 52 seconds
D) 25 seconds

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Question 43

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Name a service business that relies heavily on intangible activities. How does the level of intangibility fit with the degrees of contact and customization?

In a service blueprint, the line of internal interaction falls between the customer and the onstage service provider.

The table depicts a production line that has been balanced with a takt time of 2 minutes. If you could hire another six workers, which of these systems would result in the highest output rate? $\begin{array} { | l | c | c | c | c | c | c | } \hline \text { Workstation } & 1 & 2 & 3 & 4 & 5 & 6 \\\hline \text { Task } & \mathrm { A } , \mathrm { B } & \mathrm { C } & \mathrm { D } , \mathrm { E } , \mathrm { F } & \mathrm { G } , \mathrm { H } & \mathrm { I } & \mathrm { J } , \mathrm { K } , \mathrm { L } \\\hline \text { Time } ( \mathrm { min } ) & 1,1 & 1.8 & 1,0.5,0.4 & 0.9,0.8 & 1.8 & 0.5,0.5,0.6 \\\hline\end{array}$

Provide an example (other than the one offered in the text)of a supply chain composed of manufacturers using at least three different types of manufacturing processes.

These three tables show the floor layout of 5 departments in an office building, the average number of daily trips between each pair of offices, and the distance between each pair of offices. What is the total cost of this layout if there is a $0.50 per foot transportation cost? Average number of trips between departments $\begin{array} { | l | c | c | c | c | c | } \hline & \text { A } & \text { B } & \text { C } & \text { D } & \text { E } \\\hline \text { A } & \cdots & 25 & 15 & 25 & 30 \\\hline \text { B } & & \cdots & 40 & 50 & 35 \\\hline \text { C } & & & \cdots & 15 & 15 \\\hline \mathrm { D } & & & & \cdots & 20 \\\hline \text { E } & & & & & \cdots \\\hline\end{array}$ $\begin{array} { | l | l | l | } \hline \mathrm { A } & \mathrm { B } & \mathrm { D } \\\hline & \mathrm { C } & \mathrm { E } \\\hline\end{array}$ Distance between departments (feet) $\begin{array} { | l | c | c | c | c | c | } \hline & \text { A } & \text { B } & \text { C } & \text { D } & \text { E } \\\hline \text { A } & \cdots & 20 & 25 & 40 & 45 \\\hline \text { B } & & \cdots & 5 & 20 & 25 \\\hline \text { C } & & & \cdots & 25 & 20 \\\hline \text { D } & & & & \cdots & 5 \\\hline \text { E } & & & & & - \\\hline\end{array}$

Use this scenario for the following question(s) . The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first. $\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$ -Refer to the scenario above. What is the theoretical minimum number of stations that will be used if the line is balanced using the appropriate takt time?

Use this scenario for the following question(s) . The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first. $\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$ -Refer to the scenario above. The process design team realizes that the potential spike in demand for this device requires increased output. They elect to add a seventh worker to their production team at the first station. What is the net effect of adding this worker?

An assemble-to-order process occurs upstream from:

Service operations compete and position themselves in the marketplace based on the three dimensions - ________, ________, and ________.

A job shop manufacturing process is better suited to make a variety of products than a continuous flow process.

________ are products that are customized only at the very end of the manufacturing process.

Which of these manufacturing processes involves products that cannot be broken into discrete units?

What is the optimal location for these departments in the floor plan depicted if the transportation cost is $2 per foot and the departments have a daily number of trips between each other as shown? Daily Number of Trips Between Departments $\begin{array} { | c | c | c | c | c | c | } \hline & \mathrm { A } & \mathrm { B } & \mathrm { C } & \mathrm { D } & \mathrm { E } \\\hline \mathrm { A } & \cdots & 20 & 40 & 60 & 80 \\\hline \mathrm { B } & & \cdots & 10 & 30 & 50 \\\hline \text { C } & & & \cdots & 0 & 15 \\\hline \mathrm { D } & & & & \cdots & 5 \\\hline \text { E } & & & & & \cdots \\\hline\end{array}$ Floor Plan $\begin{array} { l | l | l | l | l } \hline \text { Office Space } 1 & \text { Office Space } 2 & \text { Office Space } 3 & \text { Office Space } 4 & \text { Office Space } 5 \\\hline\end{array}$ Distance Between Offices $\begin{array} { | l | c | c | c | c | c | } \hline \text { Office Space } & 1 & 2 & 3 & 4 & 5 \\\hline \hline 1& \cdots & 10 & 20 & 30 & 40 \\\hline \hline2 & & \cdots & 10 & 20 & 30 \\\hline \hline 3& & & \cdots & 10 & 20 \\\hline \hline 4& & & & \cdots & 5 \\\hline 5 & & & & & \cdots \\\hline\end{array}$

What are the four levels of customization and at what place does each occur in the supply chain?

The table depicts a production line that has been balanced with a takt time of 2 minutes. What is the efficiency of this balance? $\begin{array} { | l | c | c | c | c | c | c | } \hline \text { Workstation } & 1 & 2 & 3 & 4 & 5 & 6 \\\hline \text { Task } & \mathrm { A } , \mathrm { B } & \mathrm { C } & \mathrm { D } , \mathrm { E } , \mathrm { F } & \mathrm { G } , \mathrm { H } & \mathrm { I } & \mathrm { J } , \mathrm { K } , \mathrm { L } \\\hline \text { Time } ( \mathrm { min } ) & 1,1 & 1.8 & 1,0.5,0.4 & 0.9,0.8 & 1.8 & 0.5,0.5,0.6 \\\hline\end{array}$

The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time and predecessor as shown in the table. There are 8 productive hours available in a day and the manufacturer wishes to produce 400 units using seven workers-one for each station. $\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \mathrm { J } & 45 & \cdots \\\hline \text { K } & 50 & \mathrm {~J} \\\hline \text { L } & 40 & \mathrm {~J} \\\hline \text { M } & 55 & \mathrm {~K} , \mathrm {~L} \\\hline \mathrm { N } & 40 & \mathrm { M } \\\hline \text { O } & 65 & \mathrm { M } \\\hline \text { P } & 25 & \mathrm {~N} \\\hline \text { R } & 35 & \mathrm { O } , \mathrm { P } \\\hline\end{array}$ Balance the line according to the longest operation rule and calculate the percent idle time. Using the same arrangement of tasks at work stations, what is the greatest output that can be achieved in an eight-hour day and what is the percent idle time of this design?

No manufacturing process can be best at everything.

Where should a business consultant position herself on the three axes of contact, customization, and cost.