Question

In: Operations Management

TASKS Predecessor Task Time A Warm tortilla -none 20 sec B Rice -A 10 sec C...

TASKS

Predecessor

Task Time

A

Warm tortilla

-none

20 sec

B

Rice

-A

10 sec

C

Beans

-B

10 sec

D

Meat

-B

10 sec

E

Salsa

-C, D

10 sec

F

Cheese

-E

5 sec

G

Sour Cream

-E

10 sec

H

Lettuce

-E

10 sec

I

Wrap

-F, G, H

15 sec

J

Bag

-I

5 sec

K

Checkout/pay

-J

25 sec

  1. What is the total task time (sum of tasks).
  2. What is the minimum C.T., and the maximum C.T.?
  3. Draw a precedence diagram:
  4. If the operations manager wants to achieve 100 burritos per hour, what is the cycle time?
  5. Achieving the above cycle time and output, what is the theoretical number of workstations?
  6. Assign tasks to workstations:
  7. Efficiency of your burrito line:
  8. Actual output per hour:
  9. What if demand were such that 200 / hour were needed?
  10. What is the maximum # of burritos that can be produced in an hour with these specific times/tasks?

Solutions

Expert Solution

The precedence diagram, Critical Path analysis are as follows :

From the analysis, the 4 critical paths are :

(1) 1-2-3-4-5-6-8-9-10-11-12 and critical activities : A,B,C,d,E,G,d,I,J,K

(2) 1-2-3-4-5-6-9-10-11-12 and critical activities : A,B,C,d,E,H,I,J,K

(3) 1-2-3-5-6-8-9-10-11-12 and critical activities : A,B,D,E,G,d,I,J,K

(4) 1-2-3-5-6-9-10-11-12 and critical activities : A,B,D,E,H,I,J,K

The total project time is 105 seconds

Cycle Time = 105 / 100

= 1.05 units per hour

Positional Weights for Each Process :

A , B , C ,D, E ,F, G ,H, I , J , K = 20/105 , 10/105, 10/105, 10/105, 10/105, 15/105, 5/105, 25/105

Sum of these weights = 130/105 =1.23

Number of Workstations = Sum of Weights / Cycle Time

= 1.23/1.05

= 1.17 = 2 workstations

Efficiency = Sum of Task Times / Actual No. of Workstations x Cycle Time

= 105 / (2 x 1.05) = 50%

Actual output = 50 burritoes

If manager wanted 200 burritoes per hour,

then number of workstations = 4 because cycle time is halved.

Efficiency = 105 / (4 x 1.05) = 25%

Actual Ouput the becomes 25 burritoes.


Related Solutions

Task Task Time (seconds) Tasks that must Precede A 50 -- B 40 -- C 20...
Task Task Time (seconds) Tasks that must Precede A 50 -- B 40 -- C 20 A D 45 C E 20 C F 25 D G 10 E H 35 B,F,G The above tasks must be performed on an assembly line in the sequence and times specified. The workstation cycle time is 72 seconds. Using the longest task time to balance the assembly line, the first workstation include, the second workstation include , the third workstation include , and...
For the set of tasks given below, do the following: Task Task Time(seconds) Immediate Predecessor A...
For the set of tasks given below, do the following: Task Task Time(seconds) Immediate Predecessor A 45 - B 11 A C 9 B D 50 - E 26 D F 11 E G 12 C H 10 C I 9 F, G, H J 10 I 193 b. Determine the minimum and maximum cycle times in seconds for a desired output of 500 units in a seven-hour day. (Round your answers to 1 decimal place.)    The minimum cycle...
The following data is given for an assembly line: Task Time(Minutes) Precedents A 5 None B...
The following data is given for an assembly line: Task Time(Minutes) Precedents A 5 None B 3 A C 4 B D 3 B E 6 C F 1 C G 4 D,E,F H 2 G The pace is 8. Balance the assembly line. What is the efficiency of the assembly line? Suppose market conditions required a reduction of pace by 30 percent. What would you recommend?
Time​ (days) Immediate Time​ (days) Immediate Activity a m b ​Predecessor(s) Activity a m b ​Predecessor(s)...
Time​ (days) Immediate Time​ (days) Immediate Activity a m b ​Predecessor(s) Activity a m b ​Predecessor(s) A 55 55 77 long dash— H 44 44 66 ​E, F B 11 22 55 long dash— I 22 77 1010 ​G, H C 55 55 55 A J 22 44 77 I D 44 88 1313 A K 66 1010 1313 I E 11 1010 1717 ​B, C L 22 66 66 J F 11 55 77 D M 22 22 33...
Time​ (days) Immediate Time​ (days) Immediate Activity a m b ​Predecessor(s) Activity a m b ​Predecessor(s)...
Time​ (days) Immediate Time​ (days) Immediate Activity a m b ​Predecessor(s) Activity a m b ​Predecessor(s) A 55 55 77 long dash— H 44 44 66 ​E, F B 11 22 55 long dash— I 22 77 1010 ​G, H C 55 55 55 A J 22 44 77 I D 44 88 1313 A K 66 1010 1313 I E 11 1010 1717 ​B, C L 22 66 66 J F 11 55 77 D M 22 22 33...
Activity Predecessor Optimistic Most Likely Pessimistic A 4 7 10 B 2 9 10 C A,B...
Activity Predecessor Optimistic Most Likely Pessimistic A 4 7 10 B 2 9 10 C A,B 2 5 8 D C 16 19 28 E C 6 9 24 F E 1 7 13 G C 4 10 28 H D,F 2 5 14 I G,F 5 8 17 J H,I 2 5 8 Determine the expected completion time for each activity. Construct the AON network for the activities of this contract and determine the critical path for the project.
6.5 The time taken by machines A, B, and C to execute a given task is...
6.5 The time taken by machines A, B, and C to execute a given task is A 16m, 9s B 14m, 12s C 12m, 47s What is the performance of each of these machines relative to machine A? 6.6 Why is clock rate a poor metric of computer performance? What are the relative strengths and weaknesses of clock speed as a performance metric? 6.7 What are the relative strengths and weaknesses of the MIPS as a metric of computer performance?
a)Fill in the network diagram below Task Time (wk) Predecessor Min Time with Crashing Crashing cost/wk...
a)Fill in the network diagram below Task Time (wk) Predecessor Min Time with Crashing Crashing cost/wk ES EF LS LF Slack Critical (Y/N) Free Slack A 5 - 4 $50 B 3 - 2 $10 C 6 A 3 $2,500 D 3 A 1 $10 E 8 C,B 7 $200 F 3 D,E 1 $1,000 G 4 F 4 - Task Time (wk) Predecessor Min Time with Crashing Crashing cost/wk ES EF LS LF Slack Critical (Y/N) Free Slack A...
Project management Expediting a Project Task Predecessor Normal Time Weeks Normal Cost Crash Time Crash Cost...
Project management Expediting a Project Task Predecessor Normal Time Weeks Normal Cost Crash Time Crash Cost A - 4 $2000 4 - B A 4 $1500 2 4500 C A 6 5000 4 8000 D B 2 1000 2 - E B 6 8000 3 10000 F C 10 10000 7 14000 G D 7 3500 4 5000 H E 4 2500 2 5000 I G,H 3 2000 2 3500 J I,F 3 3000 1 4500 Consider the project shown...
Case Studies Tasks: Revisit Jane (One Last Time): Jane was riding her horse on a warm...
Case Studies Tasks: Revisit Jane (One Last Time): Jane was riding her horse on a warm sunny day (101 degrees Fahrenheit) when suddenly her horse stopped and reared up in the air. Jane was not prepared for this and fell hard backwards into the ground. As she hit the ground Jane's leg was gashed open by a large, sharp boulder that she fell next to. Jane began to bleed severely. Jane's body spends the next couple hours physiologically compensating for...
ADVERTISEMENT
ADVERTISEMENT
ADVERTISEMENT