Constraint Mgmt Tutorial Material(1)
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Transcript of Constraint Mgmt Tutorial Material(1)
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Chapter Constraint Management Tutorial Fall 2015
Handout 1:
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Chapter Constraint Management Tutorial Fall 2015
Handout 2:
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Chapter Constraint Management Tutorial Fall 2015
Handout 3:
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Chapter Constraint Management Tutorial Fall 2015
Handout 4:
Yost-Perry Industries (YPI) manufactures a mix of affordable guitars (A, B, C) that are fabricates and assembled at four different processing stations (W, X, Y, Z). The operations is a batch process with small setup times that can be considered negligible. The product information (price, weekly demand and processing times) and process sequences are shown in the figure below. Raw materials and purchased parts (shown as a per-unit consumption rate) are represented by inverted triangles.
YPI is able to make and sell up to the limit of its demand per week with no penalties incurred for not meeting the full demand. Each workstation is staffed by one highly skilled worker who is dedicated to work on that workstation alone and is paid $15 per hour. The plant operates on 8-hour shift/day and operates on a 5-day work week (i.e. 40 hours of production per person/week). Overhead costs are $9,000 per week. Which of the four workstations (W,X, Y, Z) has the highest aggregate workload, and thus serves as the bottleneck for YPI?
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Chapter Constraint Management Tutorial Fall 2015
Handout 5:
Cooper River Glass Works (CRGW) produces four different models of desk lamps as shown in figure below. The operations manager knows that total monthly demand exceeds the capacity available for production. Thus, she is interested in determining the product mix which will maximize profits. Each models price, routing, processing times and material costs are provide in the figure. Demand next month is estimated to be: Alpha = 200, Bravo = 250, Charlie = 150, and Delta = 225. CRGW operates one 8-hour shift/day and is scheduled to work 20 days next month with no overtime. Further, each station requires a 10% capacity cushion.
a) Which station is the bottleneck? b) Using the tradition method, which bases decisions solely on a products contributions to profits and
overhead, what is the optimal product mix and what is the overall profitability? c) Using the bottleneck-based method, what is the optimal product mix and what is the overall profitability?
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Chapter Constraint Management Tutorial Fall 2015
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Chapter Constraint Management Tutorial Fall 2015
Handout 6:
Quick Stop Pharmacy is a small family-owned drug compounding business in Portland, OR, trying to perfect its customer service operations. John Suleiman, the owner, wants to maximize the productivity of his staff as well as serve customers well. One are of concern is the drive-thru operation during the 7:30 to 8:30 morning rush hour. The process of fulfilling an order is as follows:
a) If all the steps are handled by one employee, how many patients could be served per hour? b) If James wants to process 30 patients per hour, how many employees will he need? c) How many stations are required using the longest element decision rule? d) Using the solution developed in part c, which station is the bottleneck and how large is its
capacity cushion?
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Chapter Constraint Management Tutorial Fall 2015
Handout 7:
A paced assembly line has been devised to manufacture calculators, as the following data show:
a) What is the maximum hourly output rate from this line? (Hint: The line can only go as fast as its slowest workstation.)
b) What cycle time corresponds to this maximum output rate? c) If a worker is at each station and the line operates at this maximum output rate, how much idle
time is lost during each 10-hour shift? d) What is the lines efficiency?
