By Michael R. Summers
The box of operations administration is more and more famous as being the most important to the luck of an organization. the idea of this booklet is that studying particular analytical options offers a deeper figuring out of the issues in operations administration than in simple terms examining approximately those difficulties. The ebook is concise whereas nonetheless supplying a extensive dialogue of the problems and information to benefit those precious tools.
Each challenge zone is brought with an outline of the problems that needs to be addressed and the array of instruments to be had to research them. subsequent, certain examples are provided. via those examples, the ramifications of many of the methods and the tradeoffs that needs to be thought of whilst deciding upon one method over one other are explored. The booklet is a necessary source for researchers, scholars, and enterprise practitioners.
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Additional resources for Analyzing Operations in Business: Issues, Tools, and Techniques
Meeting Some Specified Speed Let’s relax for a moment our assumption of having just 1 shovel and either 4 or 5 trucks. In general, we can calculate the number of each component needed to meet a desired production rate. This calculation is exactly the same as the one used to calculate the number of work stations needed in an assembly line balancing situation (Chapter 3). That is, we divide the work to be done (this time separated by components of the system) by the desired cycle time. )). 2 shovels.
Multiple cycles are always a possibility, and they can be especially useful to increase utilization if the time and sequencing requirements don’t work out nicely otherwise. However, there is a trade-off involved. The more we use multiple cycles with duplicate work stations, the more machines we need of the same type, increasing our equipment cost and our space cost, as well as complicating the flow of materials. After all, if we wanted to, we could just have each worker perform the entire job, but this would be throwing away all the advantages of an assembly line operation.
Work station 3 begins with task H (priority 18). Task I has the next priority (13), but its time of 8 minutes is just barely too big to combine with task H in work station 3. Therefore, we must assign task D to work station 3, for a total of 10 minutes. Note that J is not eligible until I has been assigned. Only tasks I and J remain. Unfortunately, their combined times are too large for one station, and they must be assigned separately to work stations 4 and 5. Thus, our priority ranking system has given us a solution requiring 5 stations, not as low as we had hoped.
Analyzing Operations in Business: Issues, Tools, and Techniques by Michael R. Summers