Square Windows Answer: (i) In order to identify the bottleneck, we must calculate the capacity of each of the three operations. When setup times are involved, it is useful to perform these calculations in terms of a product batch, rather than individual items. A batch consists of 360 units of part A and 720 units of part B. This will enable you to produce 360 units of finished products. Stamping: Time to complete a batch = 120 minutes/batch setup for part A + 360 pieces/batch x (1 minutes/unit of A) + 120 minute/batch setup for part B + 720 pieces/batch x (0.5 minute/unit of B) = 960 minutes = 2 days Therefore, daily capacity = 360 / 2 days = 180 units/day.
The part time employee has an average cost of $7.82 per hour. Chase Manhattan Bank must determine the minimum personnel costs while meeting hourly service demands and complying with the constraints established by the corporate office. (Render, et al, 2009, pp. 348-349). The minimum-cost schedule for Chase Manhattan Bank can be developed using an excel
* Capacity of the bottle neck = capacity of the process = 60/10 = 6 dozens/hour. We can visualize this by the table in Appendix 2 which analyzes the time needed to fill the first two orders as a sample. In this table we assume that the shift started at 19:00. As expected, it only took 10minutes to fill the second order and not 26 minutes. Therefore, after the first order filled (after the first 26 minutes), the number of orders filled is: (240 – 26)/10 = 21.4 order The total number of orders filled including the first order is 21.4 + 1 = 22.4 orders Since the number of order must be whole, the maximum number of orders filled by a four hour shift is 22 orders.
Assume that these expenditures are approximately normally distributed with a mean of $8.22 and a standard deviation of $1.10. What proportion of the households spent between $5.00 and $9.00? (Points : 4) .7611 .7628 .0017 .7594 | 5. The population of lengths of aluminum-coated steel sheets is normally distributed with a mean of 30.05 inches and a standard deviation of 0.2 inches. A sample of four metal sheets is randomly selected from a batch.
G. Tellers’ salaries relative to the number of tellers in a particular district. H. Supplies cost relative to the number of transactions processed in a particular branch. I. Tellers’ salaries relative to the number of customers served at a particular branch. J. Supervisors’ salaries relative to the number of branches operated. K. Supervisors’ salaries relative to the number of customers served in a particular branch.
2. Are time cards secured and delivered to the payroll department under a proper segregation of duties? A/R: 1. Are checks coming into the company received by a different employee than the employee entering the checks into the accounting system? 2.
Data: 4hrs/night = 4hrs. 4hrs*60min = 240min available each night … then calculate the cycle time, which is also called the bottleneck time. = (Load & Set Cook Time) + (Bake) = 1min + 9min = 10min This is calculated by first taking the total number of minutes per night minus the first order, which is the throughput, calculated in question 1. Then we divide the number by the cycle time, which is the time for each additional batch (+1). ((240) – 26) / 10) + 1 = 22.4 Note* 22 orders per night is based on the maximum order of 3 dozen because of the amount the bowl can handle for each process flow.
Nine Step Accounting Cycle XACC 280 June 21, 2013 Mary Currie Nine Step Accounting Cycle The logical sequence of procedures used to prepare financial statements and record transactions are known as the accounting cycle; used by businesses. The accounting cycle is repeated each reporting period, beginning with the transactions and ending with the closing of books. There are nine steps in the accounting cycle they are as follows: * Analyze Transactions – This is completed on a daily basis. In order to complete this step you must identify the account by classifying the transactions by Credit or Debit. * Journalize Transactions – Part of the transaction process, transaction data is entered on the J1 page of the General Journal.
For example, calculate the wages two to three days before the actual pay day. This allows you sufficient time to process the payroll and correct detected errors. 2. Payroll Changes & Timesheet Delivery. If applicable, make changes to the employee payroll record such as file changes, new employee forms or new hired employee, and timesheets.
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