All sales are made on account at $20 per unit. Sixty percent of the sales are collected in the month of sale; the remaining 40% are collected in the following month. Forecasted sales for the first five months of 20X2 are: January, 1,500 units,- February, 1,600 units; March, 1,800 units; April, 2,000 units; May, 2,100 units. 2. Management wants to maintain the finished goods inventory at 30% of the following month's sales.
If we have 2 trays, then we just need 10 more minutes to deal with a rush order, total 36minutes. See the following Chart: Note: All the answer assumes that each order just need 1 dozen cookies. Question 2: How many orders can you fill in a night, assuming you are open four hours each night? We can see that Chart above, if there are orders without interruption for four 4 hours, the first dozen cookies need at least 26 minutes. From the second dozen cookies, we just need to divide the remaining
Plain cookies require 1 pound of cookie dough to make (per dozen), as well as .1 hours (per dozen). Iced cookies use .7 pounds of cookie dough and .4 pounds of icing (per dozen) as well as .15 hours to make (per dozen). So when you combine the two of those you end up with these constraints: Oven Space Available P + I ≤ 140 Amount of Cookie Dough Available P + .7I ≤ 110 Amount of Icing Available I ≤ 80 Preparation Time Available P + 1.5I ≤ 150 Those formula’s I used to create the constraints with are called equivalent inequalities. An equivalent inequality means that there is a number of different answers to a problem not just one. Such as the problem X < 5 means that any number less than 5 would be a correct solution.
Assembly Task | Completion Time in Minutes | Prerequisite | Assembly Task A | 10 Minutes | None | Assembly Task B | 6 Minutes | A | Assembly Task C | 3 Minutes | A | Assembly Task D | 8 Minutes | B, C | Assembly Task E | 3Minutes | D | Assembly Task F | 4 Minutes | D | Assembly Task G | 3 Minutes | E, F | Assembly Task H | 9 Minutes | G | Table 1. A 10 MIN C 3 MIN B 6 MIN F 4 MIN G 3 MIN E 3 MIN D 8 MIN H 9 MIN A 10 MIN C 3 MIN B 6 MIN F 4 MIN G 3 MIN E 3 MIN D 8 MIN H 9 MIN Figure 1. Justification Analysis of the production cycle reveals there are tasks that could be produced in one production task without delaying the overall production cycle time. This would optimize tasks and minimize time lost due to waiting on tasks to be completed prior to the next task. Balancing the assembly line will include
We have filled in three one hour blocks just as an example. Once you have completed the chart, use the Caloric Activity Calculator to determine your caloric requirements for this 24 hour period. Time of Day|Activities and amount of time for each – List all that you would do in each one hour block of time. Your total activity time for each block should be one hour. If it isn't an hour, then either expand your activities list for that hour or increase your estimated times for each.
(Subscripts indicate the number of units required.) Chapter 14, problems 14.3 The demand for subassembly S is 100 units in week 7. Each unit of S requires 1 unit of T and 2 units of U. Each unit of T requires 1 unit of V, 2 units of W, and 1 unit of X. Finally, each unit of U requires 2 units of Y and 3 units of Z.
1. Days to repair As we know, the number of days in which the copier can be repaired is random. So, we will generate some random numbers between 0 and 1 and denote it by r1 then according to the given probability distribution: If 0 < r1 < 0.2, then it will take one day to repair the copier. If 0.2 < r1 < 0.65, then it will take two days to repair the copier. If 0.65 < r1 < 0.90, then it will take three days to repair the copier.
E) According to Little’s Law Average Inventory =Average Flow Rate x Average flow time According to Gannt Chart, every 5minutes one order • Demand rate=1/5 x 60 =12 flow units per hour, • Capacity of process =10 flow units per hour • Average flow rate =minimum of ｛demand rate, process capacity ｝ =10 flow units per hour Average flow time Order Arrival(minutes) Departure(minutes) Flow time(minutes) 1 0 25 25 2 5 31 26 3 10 37 27 4 15 43 28 5 20 48 29 … … … … So, Average flow time= (25+24+n)/2=(49+n)/2 minutes, n =∞ • Average Inventory= 10 x ∞ =∞
The Clean Clothes Laundry Corner Shawn Morris MG585 - Managerial Decisions September 20, 2013 Dr. John Theodore The Clean Clothes Laundry Corner (A) What is Molly’s current monthly volume? Molly’s fixed costs are $1,700 per month, and her variable costs are $0.25 per item, in which Molly is charging $1.10 per clothing item. Molly’s current monthly volume is 2,000 items. The answer was derived by using the following equation: $1,700 ÷ (1.1 – $0.25) = 2000 (B) If Molly purchases the new equipment, how many additional items will she have to dry-clean each month to break even? Using information given in question C, the $16,200 in new machinery will be divided up over 36 months.
Assuming that only 65% of proteins are recovered, it is 136 Kgs. With 15 batches per year, it leads to 2048 Kgs. Given that Genentech keeps one year worth of stock, it does make sense to make a decision on increasing the capacity now but to reiterate, these numbers are based on very optimistic assumption. The cost to build new plant is around 500 to 600 million dollars; most of which must be invested by second year. Minimum time to get it ready is