CHAPTER 3: PROCESS AND CAPACIT

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AND CAPACITY ANALYSIS

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Problem 1 (a) The process flow chart is given below. Since rolling takes maximum time, it is the bottleneck.

Prepare Dough (3 minutes)

Roll (5 minutes)

Heat (4 minutes)

Pack (2 minut

(b)

The total throughput time for the process is 17 minutes. Therefore, if Roti's are custom made on o and capacity is available at the time of calling, they should be asked to come after 17 minutes. If made to stock and is a standard variety, the cycle time of 5 minutes is relevant as one batch of 5 will come out of the process every 5 minutes. Depending on the number of orders pending to be and on hand inventory time can be quoted.

(c)

We assume that only one variety of rotis are made on a continuous basis. We also assume that a processing and sale or in standard batches of 5 rotis. Since cycle time is 5 minutes, we have 12 b per hour and 48 batches for four hours. However, the first three minutes will be lost on start-up a last 7 minutes on shutdown. Losing ten minutes means 2 batches. Therefore the daily production 46 batches of rotis.

, it is the bottleneck.

Pack (2 minutes)

Pay (1 minutes)

's are custom made on order ome after 17 minutes. If it is evant as one batch of 5 rotis of orders pending to be served

. We also assume that all 5 minutes, we have 12 batches will be lost on start-up and the ore the daily production will be

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Problem 2 (a)

The process flow chart is given below. Since step 2 takes maximum time, it is the bottlenec

Step 1 (20 secs.)

Step 2 (45 secs.)

Step 3 (10 secs.)

Step 4 (20 secs.)

The total process time is 110 seconds. Therefore an arriving order will take 110 seconds to processing asssuming it is scheduled into production as soon as it arrives. (b)

The process flow chart below has production capacityof each stage. For example, since ste seconds it's production capacity is 360 per hour

Step 1 180 per hr

Step 2 80 per hr

Step 3 360 per hr

Step 4 180 per hr

We assume a steady state opertation (no startup and shutdown disruptions). For an 8 hr op daily production will be 640. (c) The resource loading chart (Gantt Cahrt) is given below.

Step 1 Step 2 Step 3 Step 4 Step 5

M/c A M/c B M/c C

20

65 65
75

110 110 120 95 140 145 110 120 100 110 145 155

M/c D Worker A 20 65
75

100

Step 6 Worker B

20

40

60

80

100

120

140

As we notice from the Gantt chart, the cycle time is 45 seconds (bottleneck time). Each batc every 45 seconds. For every cycle of 45 seconds the time spent by the resources as well as utilization are given below: Time spent 20 45 10 5 30 15 Utilization 44% 100% 22% 11% 67% 33%

Machine A Machine B Machine C Machine D Worker A Worker B

(d)

In order to increase the production by 25%, the cycle time must come down by 25% New cycle time = By adding one more machine the bottleneck wil shift to Worker A and the cycle time will be Since worker A attends to tow steps, this will become infeasible.

The viable option is to work on improvements and bring down the processing time of step 2 seconds

mum time, it is the bottleneck.

Step 4 (20 secs.)

Step 5 (5 secs.)

Step 6 (10 secs.)

der will take 110 seconds to complete as it arrives.

stage. For example, since step 6 takes 10

Step 4 180 per hr

Step 5 720 per hr

Step 6 360 per hr

n disruptions). For an 8 hr operation, the

Batch 1 Batch 2 Batch 3 155 165 140 145 165 145 155 190 200 185 190
All numbers are completion times of processes

160

180

200

220

s (bottleneck time). Each batch comes out t by the resources as well as the

t come down by 25%

r A and the cycle time will be 30 seconds. e.

the processing time of step 2 to 33.75

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Problem 3 Number of working days a month Number of hours of working Cycle time of the process Daily production Monthly production Contribution per unit Quantum of improvement through new investment Revised cycle time Revised daily production Increase in daily production Increase in daily contribution Cost of the investment for the improvement Payback for the investment 25 8 45 640 16,000 20.00 days hrs seconds units Rs

33% 30.15 seconds 955.22 units 315.22 units 6,304.48 Rs 160,000.00 Rs 25.38 days

What-if ??

Change the quantum of improvement and the contribution per unit

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Problem 4 Working days Number of shifts Shift duration Break time Effective time Worker effeciency 300 1 8 0.5 7.5 80 Fabrication 120 24 108,000.00 20,000.00 87,500.00 81.02 90 20,000.00 87,500.00 39

hours hours hours % Assembly 45 12 Painting 45 12 Total 210 48

Job time (mins) Number of workers (a) Available man hours (per anum) Current Production level Required manhours Utilisation (%) Targeted utilisation (%) Current Production level Required man hours (per anum) Number of Workers Required*

(b)

Due to increased utilization 9 workers have b

(c )

Production figure Target utilisation (%) Job time (mins) Required hours Number of workers required* Number of workers existing Additional workers required

25,000.00 80 Fabrication 120 62,500.00 35 24 11

Assembly 45 23,437.50 14 12 2

Painting 45 23,437.50 14 12 2

Total 210 63 48 15

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eased utilization 9 workers have become excess

* All numbers are rounded off to the next higher integer

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Problem 5 No of surgery/day Time 20 Pre-operation 60 Working hrs/day 4 8

Surgeon time Post-operation 45 120 Utilisation 94 85 Avl time/day 3.76 6.80

Total 225 Reqd time/day 15 60 Numbers 4 9

Surgeon Staff

New capacity Surgeon* Staff*

24 Working hrs/day 4 8

Utilisation 85 75

Avl time/day 3.40 6.00 Cost 160,000.00 60,000.00 220,000.00

Reqd time/day 18 72

Numbers 6 12

Surgeon Staff

Additional by Cost/person 2 80,000.00 3 20,000.00 Cost of expansion plan (Rs)

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* All numbers are rounded off to the next higher integer

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Problem 6