The maximum current throughput rate of RP1is 975bbl. Because the maximum throughput rate for wet berries is 600bbl/hr due to the bottleneck/dryers. 375 bbl/hr is the throughput rate for the dry berries. So, 600bbl/hr for wet plus 375bbl/hr for the dry equals a total throughput rate of 975bbl/hr 3. Buildup begins 7 am at a rate of 1125-600=525bbl/hr until 7pm when buildup is reduced at 600bbl/hr Trucks begin to wait at 3200/525=6.1 hrs after 7 am or 1:05 pm Peak is at 7 pm with 6300bbl/hr so (6300-3200)/600=5.16 hrs or 12:09 am there are 0 trucks waiting Total truck wait time is a little over 11 hours 6300/600=10.5 so the factory finishes 10.5 hrs after 7 pm or 5:30 am the next morning Factory run time is 20.5 hours 4.
Wet berries are 70% of all berries. Holding bins 17-24 are dedicated to wet berries. Capacity of the dumpers is 3,000 bbl / hr (it takes on average 7.5 minutes to dump a truck, a truck holds on average 75 bbl so, from Little's Law, each of the five dumpers will take 600 bbl/hr). Drivers are paid $18/hr. Rates for other employees are given in the case.
Where is the bottleneck? 4. Assuming that on a peak day, the plant receives 20,000 bbls of process berries, how long will the processing be completed? how long will a truck carrying wet berries have to wait on average before the berries can be unloaded? 5.
Although a fifth Kiwanee dumper was updated last year with the hope of resolving the problem, it was unable to fix them and the overtime costs of the process are still very high. 2. There is a long waiting time for trucks and drivers in queuing to unload process fruit into the receiving plant. Seriously, when the holding bins were full, the waiting time could be up to several hours. This has upset the growers since the wages of a truck and drives are up to $100 per hour.
Manufacturing a buggy takes 20 units of wood and 1 unit of steel. Scheduled production of buggies for the next 2 months is 500 and 600 units, respectively. Beginning inventory is 4,000 units of wood and 30 units of steel. The ending inventory of wood is planned to decrease 500 units in each of the next 2 months, and the steel inventory is expected to increase 5 units in each of the next 2 months. How many units of wood are expected to be used in production during the second month?
To start off with buttermilk, the time it took to curdle was 30 minutes with 1.5ml of curds. For rennin, it took 30 minutes leaving 2ml of curds. For chymosin, it took 15 minutes to curdling and had 3ml of volume of curds. As for milk, it took infinity amount of time to curdle and 0ml for volume of curds. In the end, chymosin took the shortest amount of time at 15 minutes to curdle and leaving us with the most curds.
The demand level for JoesCola is highly seasonal. • During the slow season, the demand rate is approximately 650 cases a month, which is the same as a yearly demand rate of 650*12 = 7800 cases. • During the busy season, the demand rate is approximately 1300 cases a month, or 15,600 cases a year. • The cost to place an order is $5, and the yearly holding cost for a case of JoesCola is $12. a) According to the EOQ formula, how many cases of JoesCola should be ordered at a time during the slow season?
The data is read as follows: • The total demand for the six months is 4650 units. • The current inventory is 50 and • The target inventory for the end of the six month is 25, • This is where we have to reduce the required production for the six months So, we have no we should have 4625, brought on by (4650-25). The rest of the formula goes like this: 4625/ 6 months = 771. And this will be the required number of pumps needed monthly. Next is the number of pumps one employee can produce in one month.
1 - What sales volume is required to break even on Classic Knitwear's 2-year marketing investment? Licensing fee - $100,000 (Year 1) (5% of net sales after Year 1) Licensing Fee2 = (N/2)*.05* gross margin (Assuming N is spread evenly) Salary = $255,000 per year (3 salary employees) $510,000 for two years Total Marketing Investment = $3 million for two years (In part Advertising = $1.2 million total for 2 years) Total Fixed Costs = $3,610,000 + Licensing Fee2 Average Manu Cost per case = $428.88 (5% off-invoice trade promotion) Average Manu Cost per case w trade promo = $407.44 (20% orders receive 10% advertising allowance) Average Manu Cost per case w trade promo and allowance = $364.55 Average cost for display [6 cases w promo inc] = ($407.44 * 6) + $100 = $2,544.64 Average cost for display [above with adv promo] = ($364.55 * 6) + 100 = $2,287.30 N = Total displays needed Total Fixed Costs + Licensing Fee2 = 0.80($886.56 * N) + 0.20($629.22 * N) + ($100 * N) = 709.248N + 125.844N + 100N $3,610,000 + [(0.05*7.05)/2] N = 935.092N $3,610,000 = 935.092N – 0.17625N $3,610,000 = 934.91575N N = 3,861.31, so 3,861 displays needed to break even (555,984 average amount of shirts) 2 - If Classic Knitwear implements all of Miller's marketing recommendations, what is the estimated demand for the new product line over the 2-year launch period? Remember that Miller's expectations when forecasting will be influenced by his prior experience. Tip a: Breakeven Point = Fixed Costs/(Unit Selling Price - Variable Costs). Tip b: Unit Contribution Margin = Unit Selling Price - Variable Costs.
To start off, the recommended weekly intake of milk and alternatives according to the Canadian Food Guide is approximately 24.5 servings; however, the results I have obtained throughout this week showed that my weekly intake of milk and alternatives was only 19, a difference of 5.5 servings! This means that I was lacking almost 2 days worth of milk and alternatives! If results are narrowed down and analyzed day by day, as clearly demonstrated in Graph 1, only on Sunday, Monday, and Thursday did my eating habits reach the recommended amount of 3-4 servings. Taking in the recommended amount, or a bit more, of milk and alternatives