He will, however, have to spend an extra hour each morning adjusting the computerized diagnostic device. What will be the impact on his productivity if he purchases the device? Problem 3: Joanna French is currently working a total of 12 hours per day to produce 240 dolls. She thinks that by changing the paint used for the facial features and fingernails that she can increase her rate to 360 dolls per day. Total material cost for each doll is approximately $3.50; she has to invest $20 in the necessary supplies (expendables) per day; energy costs are assumed to be only $4.00 per day; and she thinks she should be making $10 per hour for her time.
Assignment 4 Time Management February 27, 2011 Professor Daniel Gilbert Operations Management BUS515 003016 Introduction: After reading the case on work force scheduling at the Red, White, and Blue Fireworks Company (RWBFC), I will develop a staffing plan that will determine the exact number of full-time employees needed, as well as the schedule each employee will need to work. I will also explain what factors were relevant in making the transition to the new schedule. The production manager at the Red, White, and Blue Fireworks Company (RWBFC), decided to change the work schedule for her manufacturing employees. Because of high product demand and an inability to expand at the current facility, RWBFC needs to operate ten hours each day, seven days each week. In order to avoid the use of overtime and to keep her employees fresh, Joan decided to have employees work four ten hour shifts each week.
c. What would be the effect on the optimal solution if the cost of operating mill 1 increased from $6,000 to $7,500 per day? d. What would be the effect on the optimal solution obtained in part c, if the company could supply only 10 tons of high-grade aluminum? e. In the original model (the one you formulated in part a): what is the shadow price for each of the three aluminum grades? f. In the original model: what is the sensitivity range for the objective function coefficients? Question 2 (16 points) Gilbert Moss and Angela Pasaic spent several summers during their college years working at archeological sites.
Its cost was $12,000, it has a ten-year life, and straight-line depreciation will be taken. SOLUTION: 1. Factory Overhead Cost Budget Percent of normal capacity 80% 90% 110% Number of units 4,000 4,500 5,500 Number of standard direct labor hours 16,000 18,000 22,000 Budgeted factory overhead: Fixed cost: Depreciation on building and machinery $ 1,200 $ 1,200 $ 1,200 Taxes on building and machinery 500 500 500 Insurance on building and machinery 500 500 500 Superintendent’s salary 1,500 1,500 1,500
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. Painting: Time to complete a batch = 20 minute/batch setup + 360 pieces x (0.5 minute/unit of A) + 720 pieces ( 1/6 minute/unit of B) = 320 minutes = 0.667 days. There paint capacity = 360 product units/0.667 days = 540 product units/day Assembly: Since assembly is labor paced, we must compare the labor content needed to make one finished unit against the total number of labour hours available per day. Labour content per day = 27 minute /product Total labour available per day = 12 workers x 60 minutes/hr x 8 hours/day Daily capacity = 5760 minutes/ (27 minute/finished unit) = 213 units of finished product/day Hence the bottleneck is at the stamping since it has the least capacity. Therefore, the total system can’t produce more than 180 finished units/day.
( 9 marks ) (b) Calculate the total working hours. ( 1 mark ) Question 2 ( 10 marks ) Complete the following transportation table for initial solution, using | To | D | E | F | Supply | From | | | | | | A | | | 9 | | 5 | | 3 | 400 | B | | | 7 | | 3 | | 7 | 300 | C | | | 10 | | 2 | | 8 | 200 | Demand | | 450 | | 220 | | 230 | | 900 | (a) Northwest Corner Method ( 4.5 marks ) (b) Least Cost Method ( 4.5 marks ) (c) Which initial solution produces the lowest total cost ? ( 1 mark ) Question 3 ( 10 marks ) Suki Corp specializes in manufacturing computer tables. It is considering of building a new factory to manufacture the tables. The size of the factory is either large, medium and small.
When looking to optimize one’s business it is important to know where one’s money is going and where it is coming from at all times. Andre’s Hair Styling salon has come forward to have the business evaluated. Andre, the owner, would like to know how his business is going and where his costs are being incurred. His monthly fixed costs are $1,750 per month for rent and other fixed costs. He has in his employment 5 barbers who work 50, 40-hour weeks, for $9.90 per hour, regardless of the amount of business that has come in.
This process takes 0.16 hour for a batch of 100 larger tiles and 0.20 hour for a batch of 100 smaller tiles. Forty hours are available each week for the glazing process. Each batch of 100 large tiles requires 32.8 pounds of the clay derivative to produce,
WFU Student Individual Assignment #2 Quantitative Methods I Wake Forest University Charlotte Saturday MBA Program March 3, 2012 Executive Summary The Stampworks gear shift stamping division recently analyzed a random sampling of gear shifts produced after two separate manufacturing processes to pinpoint if the company is meeting production targets. After reviewing the original stamping process, results indicate that on average, the shift lengths are slightly exceeding set targets; however, process improvements are recommended to minimize impacts to customer satisfaction. The increase in the frequency of cleaning the stamping tools resulted in a more consistent product quality, albeit also demonstrating further deviation from the target mean of 30 centimeters. | Process 1 | Process 2 | Sample Mean (x) | 30.05 cm. | 30.10 cm.
Areas No. of Days of inventories Cutting 2.72 Stitching 10.5 Washing 10 Finishing 2 Dispatch 1 Table 10(|Department wise inventory (Days) For better analyses, we are arranging data in sequence, so that major portion of inventories may be separated. For this we used Minitab tool, named “Pareto Analyses” Figure 9(Pareto Analyses of Department wise Inventories) We have summarized all department in one chart, and analyzed it on 80-20 rule and came to know that we have 2 major areas which area causing 80% of our total inventory in whole production flow, which are listed