Print
Back to list
A. 1 mark: Determine the type of process flow structure the FBI is using. The FBi is using two-machine pace line working in parallel.
B. 4 marks: Draw the process flowchart for the fabrication of enameled components.
C. 4 marks: Analyze the process and determine the overall process capacity of the FBI.
Load: Capacity = Available Time / Operations Time
= 450 minutes / 12.20 minutes per order
= 36.88 order/day
Clean: Capacity = Available Time / Operations Time
= 450 minutes / 25 minutes per order
= 18 order/day
Coat: Capacity = Available Time / Operations Time
= 450 minutes / 22 minutes per order
= 20.45 order/day
Enamel: Capacity = Available Time / Operations Time
= 450 minutes / 16 minutes per order
= 28.12 order/day
Bake: Capacity = Available Time / Operations Time
= 450 minutes / 16 minutes per order
= 28.12 order/day
Cool: Capacity = Available Time / Operations Time
= 450 minutes / 16 minutes per order
= 28.12 order/day
Drilling: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 31 minutes per order
= 29.03 order per day
Cutting: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 26 minutes per order
= 34.61 order per day
Folding: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 36 minutes per order
= 25 order per day
Welding: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 26 minutes per order
= 34.61 order per day
Inspect: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 40.25 minutes per order
= 22.36 order per day
Final Test: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 36 minutes per order
= 25 order per day
In the above computations, it shows that the cleaning stage is considered to be the bottleneck and so the total process capacity is 18 customer orders per day because of the fact that it contains the smallest figure of capacity. The run time of each process is converted from minutes per blank to minutes per order in order to make a uniform measurement of the operation time; thus, the run time in minutes per blank is multiplied by 100, which is the average number of units per order to get a result of run time on a per order basis.
D. 2 marks: Detail the full impact on all areas of the business of the FBI resulting from the losses in the process in Inspection and Final Test. In the 125 blanks, 19 blanks that represent 15% were wasted in the Inspection Stage; thus, the remaining blanks that represent 85% of the total input is equivalent to 106 units. On the other hand, 5% of the remaining components failed the final test which is equivalent to 6 components; therefore, 100 components were left after the whole process. When it comes to output, an unfavorable decrease in production outcome affects the sales figure of the company; therefore, revenue is affected because of wasted components.
Aside form that, inputs or resources used for the conversion of blanks to enameled components are not properly utilized in the process due to below-average output resulted from a given stage. If we will carefully see the total operation time from loading to welding, there is a total of 156.20 minutes per order that is incurred. And if 15% of the blanks are wasted, we can impliedly confer that 23.43 minutes per order is wasted. Same as the operation time from loading after welding to cooling, that have a total of 82.20 minutes per order, a 5% loss in input is also incurred which is equivalent to 4.11 minutes.
E. 2 marks: What recommendations would you make for very short-term fixes, that is, things that can be fixed in a matter of days, to help alleviate the FBIs problems. Detailed calculations are required.
ANSWER: For me, I will add another worker that will be assigned on the cleaning stage; thus, making the cleaning faster. As a result of this, capacity on that stage will increase. Calculations are as follows:
Before:
Clean: Capacity = Available Time / Operations Time
= 450 minutes / 25 minutes per order
= 18 order/day
After adding one worker:
Cleaning : Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 25 minutes per order
= 36 order per day
The reason for this is this: Since blanks are manually loaded to the cleaning machine by only one worker, maybe there comes the process to be slower. If we will add another worker, the cleaning will become faster, making the operation time shorter; thus, making more output per shift.
F. 2 marks: Looking at the long-term, issues that will require months or longer to fix, what recommendations would you make to the management of the FBI?
ANSWER: For the long-term fixes, I will suggest to have an inspection of the blanks before it will be loaded for cleaning. By doing this, they will be able to segregate the blanks that will possible be rejected due to poor quality or those that will be susceptible to future damage from drilling, cutting or folding. I may also suggest having a simultaneous development of product design function, which is, making continuous research that will enhance the quality of the products and the operation as well. Saving time in development means additional economic benefit for the company. I will suggest also decreasing the operations time by revising the whole process in a more efficient way possible; thus, minimizing cost and maximizing output.
B. 4 marks: Draw the process flowchart for the fabrication of enameled components.
C. 4 marks: Analyze the process and determine the overall process capacity of the FBI.
Load: Capacity = Available Time / Operations Time
= 450 minutes / 12.20 minutes per order
= 36.88 order/day
Clean: Capacity = Available Time / Operations Time
= 450 minutes / 25 minutes per order
= 18 order/day
Coat: Capacity = Available Time / Operations Time
= 450 minutes / 22 minutes per order
= 20.45 order/day
Enamel: Capacity = Available Time / Operations Time
= 450 minutes / 16 minutes per order
= 28.12 order/day
Bake: Capacity = Available Time / Operations Time
= 450 minutes / 16 minutes per order
= 28.12 order/day
Cool: Capacity = Available Time / Operations Time
= 450 minutes / 16 minutes per order
= 28.12 order/day
Drilling: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 31 minutes per order
= 29.03 order per day
Cutting: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 26 minutes per order
= 34.61 order per day
Folding: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 36 minutes per order
= 25 order per day
Welding: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 26 minutes per order
= 34.61 order per day
Inspect: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 40.25 minutes per order
= 22.36 order per day
Final Test: Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 36 minutes per order
= 25 order per day
In the above computations, it shows that the cleaning stage is considered to be the bottleneck and so the total process capacity is 18 customer orders per day because of the fact that it contains the smallest figure of capacity. The run time of each process is converted from minutes per blank to minutes per order in order to make a uniform measurement of the operation time; thus, the run time in minutes per blank is multiplied by 100, which is the average number of units per order to get a result of run time on a per order basis.
D. 2 marks: Detail the full impact on all areas of the business of the FBI resulting from the losses in the process in Inspection and Final Test. In the 125 blanks, 19 blanks that represent 15% were wasted in the Inspection Stage; thus, the remaining blanks that represent 85% of the total input is equivalent to 106 units. On the other hand, 5% of the remaining components failed the final test which is equivalent to 6 components; therefore, 100 components were left after the whole process. When it comes to output, an unfavorable decrease in production outcome affects the sales figure of the company; therefore, revenue is affected because of wasted components.
Aside form that, inputs or resources used for the conversion of blanks to enameled components are not properly utilized in the process due to below-average output resulted from a given stage. If we will carefully see the total operation time from loading to welding, there is a total of 156.20 minutes per order that is incurred. And if 15% of the blanks are wasted, we can impliedly confer that 23.43 minutes per order is wasted. Same as the operation time from loading after welding to cooling, that have a total of 82.20 minutes per order, a 5% loss in input is also incurred which is equivalent to 4.11 minutes.
E. 2 marks: What recommendations would you make for very short-term fixes, that is, things that can be fixed in a matter of days, to help alleviate the FBIs problems. Detailed calculations are required.
ANSWER: For me, I will add another worker that will be assigned on the cleaning stage; thus, making the cleaning faster. As a result of this, capacity on that stage will increase. Calculations are as follows:
Before:
Clean: Capacity = Available Time / Operations Time
= 450 minutes / 25 minutes per order
= 18 order/day
After adding one worker:
Cleaning : Capacity = # of stations x Available Time / Operations Time
= ( 2 x 450 minutes ) / 25 minutes per order
= 36 order per day
The reason for this is this: Since blanks are manually loaded to the cleaning machine by only one worker, maybe there comes the process to be slower. If we will add another worker, the cleaning will become faster, making the operation time shorter; thus, making more output per shift.
F. 2 marks: Looking at the long-term, issues that will require months or longer to fix, what recommendations would you make to the management of the FBI?
ANSWER: For the long-term fixes, I will suggest to have an inspection of the blanks before it will be loaded for cleaning. By doing this, they will be able to segregate the blanks that will possible be rejected due to poor quality or those that will be susceptible to future damage from drilling, cutting or folding. I may also suggest having a simultaneous development of product design function, which is, making continuous research that will enhance the quality of the products and the operation as well. Saving time in development means additional economic benefit for the company. I will suggest also decreasing the operations time by revising the whole process in a more efficient way possible; thus, minimizing cost and maximizing output.