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Hello,?

I would like to know in-depth explanation to these questions.?



1.

 

Posh Nails

 

Katie Posh runs an upscale nail salon. The service process includes five activities that are

 

conducted in the sequence described below. (The time required for each activity is shown in

 

parentheses):

 


 


 

Activity 1: Welcome a guest. (1 minute)

 


 


 


 

Activity 2: Clip and file nails. (3 minutes)

 


 


 


 

Activity 3: Paint. (5 minutes)

 


 


 


 

Activity 4: Dry. (10 minutes)

 


 


 


 

Activity 5: Check out the customer. (4 minutes)

 

Three servers (S1, S2, and S3) offer the services in a worker-paced line. The assignment of tasks to

 

servers is the following: S1 does Activity 1. S2 does Activities 2 and 3. S3 does Activities 4 and 5.

 

The drying process does not require server 3?s constant attention; she/he needs to only escort the

 

customer to the salon?s drying chair (equipped with fans for drying). The time to do this is negligible.

 

There exists only one drying chair in the salon.

 

Which resource is the bottleneck of the process?

 


 

S1

 


 

S3

 


 

S2

 


 

Dryer chair

 


 

2.

 

Posh Nails

 


 

Katie Posh runs an upscale nail salon. The service process includes five activities that are

 

conducted in the sequence described below. (The time required for each activity is shown in

 

parentheses):

 


 


 

Activity 1: Welcome a guest. (1 minute)

 


 


 


 

Activity 2: Clip and file nails. (3 minutes)

 


 


 


 

Activity 3: Paint. (5 minutes)

 


 


 


 

Activity 4: Dry. (10 minutes)

 


 


 


 

Activity 5: Check out the customer. (4 minutes)

 

Three servers (S1, S2, and S3) offer the services in a worker-paced line. The assignment of tasks to

 

servers is the following: S1 does Activity 1. S2 does Activities 2 and 3. S3 does Activities 4 and 5.

 

The drying process does not require server 3?s constant attention; she/he needs to only escort the

 

customer to the salon?s drying chair (equipped with fans for drying). The time to do this is negligible.

 

There exists only one drying chair in the salon.

 

What is the utilization of server 2 (in decimal form)? Assume that there is unlimited demand and that

 

the process only admits customers at the rate of the bottleneck.

 


 

3.

 

Posh Nails

 

Katie Posh runs an upscale nail salon. The service process includes five activities that are

 

conducted in the sequence described below. (The time required for each activity is shown in

 

parentheses):

 


 


 

Activity 1: Welcome a guest. (1 minute)

 


 


 


 

Activity 2: Clip and file nails. (3 minutes)

 


 


 


 

Activity 3: Paint. (5 minutes)

 


 


 


 

Activity 4: Dry. (10 minutes)

 


 


 


 

Activity 5: Check out the customer. (4 minutes)

 


 

Three servers (S1, S2, and S3) offer the services in a worker-paced line. The assignment of tasks to

 

servers is the following: S1 does Activity 1. S2 does Activities 2 and 3. S3 does Activities 4 and 5.

 

The drying process does not require server 3?s constant attention; she/he needs to only escort the

 

customer to the salon?s drying chair (equipped with fans for drying). The time to do this is negligible.

 

There exists only one drying chair in the salon.

 

What is the average labor utilization of the servers (in decimal form)? Assume that there is unlimited

 

demand and that the process only admits customers at the rate of the bottleneck.

 


 

4.

 

Posh Nails

 

Katie Posh runs an upscale nail salon. The service process includes five activities that are

 

conducted in the sequence described below. (The time required for each activity is shown in

 

parentheses):

 


 


 

Activity 1: Welcome a guest. (1 minute)

 


 


 


 

Activity 2: Clip and file nails. (3 minutes)

 


 


 


 

Activity 3: Paint. (5 minutes)

 


 


 


 

Activity 4: Dry. (10 minutes)

 


 


 


 

Activity 5: Check out the customer. (4 minutes)

 

Three servers (S1, S2, and S3) offer the services in a worker-paced line. The assignment of tasks to

 

servers is the following: S1 does Activity 1. S2 does Activities 2 and 3. S3 does Activities 4 and 5.

 

The drying process does not require server 3?s constant attention; she/he needs to only escort the

 

customer to the salon?s drying chair (equipped with fans for drying). The time to do this is negligible.

 

There exists only one drying chair in the salon.

 

Assume a wage rate of $12 per hour. What are the direct labor costs for one customer (in dollars)?

 


 

8.

 

The Gamer Company is a video game production company that specializes in educational video

 

games for kids. The company?s R&D department is always looking for great ideas for new games.

 

On average, the R&D department generates about 25 new ideas a week. To go from idea to

 

approved product, the idea must pass through the following stages: paper screening (a 1-page

 

document describing the idea and giving a rough sketch of the design), prototype development,

 


 

testing, and a focus group. At the end of each stage, successful ideas enter the next stage. All other

 

ideas are dropped. The following chart depicts this process, and the probability of succeeding at

 

each stage.

 


 

The paper screening for each idea takes 2 hours of a staff member?s time. After that, there is a stage

 

of designing and producing a prototype. A designer spends 4 hours designing the game in a

 

computer-aided-design (CAD) package. The actual creation of the mock-up is outsourced to one of

 

many suppliers with essentially limitless capacity. It takes 4 days to get the prototype programmed,

 

and multiple prototypes can be created simultaneously. A staff member of the testing team needs 2

 

days to test an idea. Running the focus group takes 2 hours of a staff member?s time per idea, and

 

only one game is tested in each focus group. Finally, the management team meets for 3 hours per

 

idea to decide if the game should go into production.

 

Available working hours for each staff member are 8 hours per day, 5 days a week. The current

 

staffing plan is as follows:

 

A. Paper screening: 3 staff members.

 

B. Design and Production: 4 staff members.

 

C. Testing: 6 staff members.

 

D. Focus Group: 1 staff member.

 

E. Final Decision: 1 management team

 

How many new ideas would Gamer Co. approve for production per week if it had unlimited capacity

 

(staff) in its R&D process?

 


 

9.

 

The Gamer Company is a video game production company that specializes in educational video

 

games for kids. The company?s R&D department is always looking for great ideas for new games.

 

On average, the R&D department generates about 25 new ideas a week. To go from idea to

 

approved product, the idea must pass through the following stages: paper screening (a 1-page

 

document describing the idea and giving a rough sketch of the design), prototype development,

 

testing, and a focus group. At the end of each stage, successful ideas enter the next stage. All other

 

ideas are dropped. The following chart depicts this process, and the probability of succeeding at

 

each stage.

 


 

The paper screening for each idea takes 2 hours of a staff member?s time. After that, there is a stage

 

of designing and producing a prototype. A designer spends 4 hours designing the game in a

 

computer-aided-design (CAD) package. The actual creation of the mock-up is outsourced to one of

 

many suppliers with essentially limitless capacity. It takes 4 days to get the prototype programmed,

 

and multiple prototypes can be created simultaneously. A staff member of the testing team needs 2

 

days to test an idea. Running the focus group takes 2 hours of a staff member?s time per idea, and

 

only one game is tested in each focus group. Finally, the management team meets for 3 hours per

 

idea to decide if the game should go into production.

 

Available working hours for each staff member are 8 hours per day, 5 days a week. The current

 

staffing plan is as follows:

 

A. Paper screening: 3 staff members.

 

B. Design and Production: 4 staff members.

 

C. Testing: 6 staff members.

 


 

D. Focus Group: 1 staff member.

 

E. Final Decision: 1 management team

 

Which stage is the bottleneck according to the current staffing plan?

 


 

Design and production

 


 

Final decision

 


 

Paper screening

 


 

Testing

 


 

Focus group

 


 

10.

 

The Gamer Company is a video game production company that specializes in educational video

 

games for kids. The company?s R&D department is always looking for great ideas for new games.

 

On average, the R&D department generates about 25 new ideas a week. To go from idea to

 

approved product, the idea must pass through the following stages: paper screening (a 1-page

 

document describing the idea and giving a rough sketch of the design), prototype development,

 

testing, and a focus group. At the end of each stage, successful ideas enter the next stage. All other

 

ideas are dropped. The following chart depicts this process, and the probability of succeeding at

 

each stage.

 


 

The paper screening for each idea takes 2 hours of a staff member?s time. After that, there is a stage

 

of designing and producing a prototype. A designer spends 4 hours designing the game in a

 

computer-aided-design (CAD) package. The actual creation of the mock-up is outsourced to one of

 

many suppliers with essentially limitless capacity. It takes 4 days to get the prototype programmed,

 

and multiple prototypes can be created simultaneously. A staff member of the testing team needs 2

 

days to test an idea. Running the focus group takes 2 hours of a staff member?s time per idea, and

 

only one game is tested in each focus group. Finally, the management team meets for 3 hours per

 

idea to decide if the game should go into production.

 

Available working hours for each staff member are 8 hours per day, 5 days a week. The current

 

staffing plan is as follows:

 

A. Paper screening: 3 staff members.

 

B. Design and Production: 4 staff members.

 

C. Testing: 6 staff members.

 

D. Focus Group: 1 staff member.

 

E. Final Decision: 1 management team

 

With the current staffing plan, how many new ideas will be put into production per week?

 


 

11.

 

20-Station Assembly Line

 


 

Consider an assembly line with 20 stations. Each station has a 0.5% probability of making a defect.

 

At the end of the line, an inspection step singles out the defective units. The inspection step catches

 

80% of all defects. From inspection, units that are deemed to be non-defective are moved to the

 

shipping department.

 

If a defect is found at inspection, it is sent to the rework department. Rework fixes about 95% of the

 

defective units. Units are directly shipped from the rework department with no further inspection

 

taking place.

 

What is the probability that a unit ends up in rework (in decimal form)?

 


 

12.

 

20-Station Assembly Line

 

Consider an assembly line with 20 stations. Each station has a 0.5% probability of making a defect.

 

At the end of the line, an inspection step singles out the defective units. The inspection step catches

 

80% of all defects. From inspection, units that are deemed to be non-defective are moved to the

 

shipping department.

 

If a defect is found at inspection, it is sent to the rework department. Rework fixes about 95% of the

 

defective units. Units are directly shipped from the rework department with no further inspection

 

taking place.

 

What is the probability that a defective unit is shipped (in decimal form)?

 


 

13.

 

3-Step Process with Rework

 

Consider the following three-step assembly operation with quality problems. All resources are staffed

 

by one employee.

 


 


 

The first resource has a processing time of 7 minutes per unit.

 


 


 


 

The second resource has a processing time of 6 minutes per unit.

 


 


 


 

The third resource has a processing time of 5 minutes per unit. With a 40% probability, the

 

flow unit coming out of the third resource has to be reworked. In that case, the operations at the

 

second and third resources are repeated. You can assume that (a) rework always succeeds (i.e. a

 

unit going through the rework loop will always work after the third resource),and (b) the processing

 

times for units in rework are the same as for regular units.

 


 

For every unit of demand, how many units have to flow through the second step in the process?

 


 

14.

 

3-Step Process with Rework

 

Consider the following three-step assembly operation with quality problems. All resources are staffed

 

by one employee.

 


 


 

The first resource has a processing time of 7 minutes per unit.

 


 


 


 

The second resource has a processing time of 6 minutes per unit.

 


 


 


 

The third resource has a processing time of 5 minutes per unit. With a 40% probability, the flow unit

 

coming out of the third resource has to be reworked. In that case, the operations at the second and third

 

resources are repeated. You can assume that (a) rework always succeeds (i.e. a unit going through the rework

 

loop will always work after the third resource),and (b) the processing times for units in rework are the same

 

as for regular units.

 

Where in the process is the bottleneck?

 


 

15.

 

Flu Shot Dosage

 

A hospital in a developing nation is forced to manually put the flu shot vaccine into syringes. The

 

recommended dosage for the flu shot is 0.5mL. The local health authorities define all syringes that

 

have less than 0.45ml or more than 0.55mL as defective.

 

In a sample of 100 syringes, the hospital?s quality control officer finds the average dosage to be

 

0.5mL. The standard deviation of the dosage is 0.02 mL and the distribution of the dosages

 

resembles a normal distribution reasonably closely.

 

What is the capability score of the manual filling process?

 


 

16.

 

Flu Shot Dosage

 

A hospital in a developing nation is forced to manually put the flu shot vaccine into syringes. The

 

recommended dosage for the flu shot is 0.5mL. The local health authorities define all syringes that

 

have less than 0.45ml or more than 0.55mL as defective.

 


 

In a sample of 100 syringes, the hospital?s quality control officer finds the average dosage to be

 

0.5mL. The standard deviation of the dosage is 0.02 mL and the distribution of the dosages

 

resembles a normal distribution reasonably closely.

 

What percentage of the manually filled syringes will be outside the specification limits provided by

 

the local health authorities? (Please answer in decimal form.)

 


 

17.

 

Flu Shot Dosage

 

A hospital in a developing nation is forced to manually put the flu shot vaccine into syringes. The

 

recommended dosage for the flu shot is 0.5mL. The local health authorities define all syringes that

 

have less than 0.45ml or more than 0.55mL as defective.

 

In a sample of 100 syringes, the hospital?s quality control officer finds the average dosage to be

 

0.5mL. The standard deviation of the dosage is 0.02 mL and the distribution of the dosages

 

resembles a normal distribution reasonably closely.

 

To what level would the hospital have to reduce the standard deviation of the operation if his goal

 

were to obtain a capability score of Cp=4/3 (i.e., get 63 defects per million)?

 


 

18.

 

Kanban Cards

 

Which of the following statements about the Kanban System are accurate?

 

I. Deploying the Kanban system leads to pulling work through the system instead of pushing work.

 

II. Deploying the Kanban system leads to pushing work through the system instead of pulling work.

 

III. The Kanban system controls the work in process inventory.

 

IV. Kanban requires cross-training all workers.

 


 

 

Paper#9209163 | Written in 27-Jul-2016

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