Solution of Om

In: Business and Management

Submitted By ngaihuiyan
Words 363
Pages 2
Kristin’s Cookie Company Solution

This is what the process looks like.

[pic]

1. The capacity of the system is based on the output of the bottleneck. The bottleneck is the oven, which can process 60min/10min = 6 dozen orders per hour. This assumes one-dozen order sizes.

2. The throughput time is the sum of the processing times for each of the steps. This equals 8+10+5+2+1=26 minutes.

3. In a four-hour shift you can produce the hourly capacity for each hour. This means that you can produce 4*6=24 dozen in the four hours. However, you have a startup time of 8 minutes and a cleanup time of 8 minutes that must be taken away from the four hours. Thus, you have 60min*4hours= 240 minutes – 16 minutes = 224 minutes (3.73 hours) of available processing time. This means that you can produce 3.73*6 = 22.4 dozen per hour. Rounding down is fine here.

4. You are working 6+2 minutes for each dozen. Over the hour, you do this 6 times so you are working 48 minutes. Your utilization would be 48/60=80%. Your roommate is working 1+2+1 = 4 minutes per dozen. So, 4*6=24 minutes per hour. Your roommate’s utilization would be 24/60=40%.

5. Assuming 6 dozen per hour you can gross 6*5=$30. The material expense is 6*(.1+.6)=$4.20. This leaves $25.80 for you and your roommate.

6. You can do this alone. This would mean that you would have to take over your roommates responsibilities of 4 minutes per dozen. Your new total time would be 12 minutes per order. However, this would mean that you are now the bottleneck of the operation. The new capacity based on your new time is 60/12 = 5 dozen cookies per hour.
-----------------------
1 min per dozen-
60 dozen per hour

2 min per dozen-
30 dozen per hour

5 min per dozen-
12 dozen per hour

10 min per dozen-
6 dozen per hour

6 + 2 min per dozen-
7.5 dozen per hour…...

Similar Documents

Om Preston

...Queen’s University Belfast Queen’s University Management School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products and services. Essentially, operations management is concerned with explaining how factories and services work. Managing operations well requires both strategic and tactical skills and is critical to every type of organization, for it is only through effective and efficient utilization of resources that an organization can be successful in the long run. A few common threads pervade the material we cover in this course:  First, decision making in operations is highly context dependent. Recognising this is half the battle in managing an operation.  The variety of operational contexts obscures the link between particular operational decisions and overall firm profitability. Making this link transparent is essential to making better operational decisions.  Variability exists in any operation, and this variability needs to be managed  Integration, both across functional areas within a firm, and across firms in the value creation and delivery network, is crucial for superior firm......

Words: 3366 - Pages: 14

Om 16

...the performance objectives might have internal benefits; and a concept from OM chapters was applied in the case. The report found that the way the management manages the hotel is appropriate to the way it competes for business. It shows that in order to implement any change in the current strategy, the hotels' management can make alliances or commercial agreements with other business, develop automatic system to offer services and payments and establish a database and provide membership with loyal customers being offered more free services or better prices or awards. The report also shows that adopting the performance objectives are very beneficial to Penang Mutiara. I. Introduction Though there are many luxurious hotels in the South- East region, the Penang Mutiara is considered one of the leading hotels in that region. This is because of a number of factors, including its differentiated strategy, good management, motivated employees and stylish design that support the luxury atmosphere. The aim of this report is to discuss how the hotel's management will: make sure that the way it manages the hotel is appropriate to the way it competes for business, implement any change in the strategy and develop its operation so that it derives the long- term strategy of the hotel. In addition, the report will address how the performance objectives might have internal benefits; and, finally, a concept from OM chapters will be applied the case. II. Describe How You Think The......

Words: 2914 - Pages: 12

Om Assignment

...resources, whereas capacity concerns the timing of their use. 42. The learning curve is the ability of humans to increase their productive capacity through learning. 43. The amount of output of acceptable quality emerging from a production system compared with the amount that entered it is called economies of scale. 44. Efficiency is defined as output divided by input. 45. The actual output relative to some expected, designed, or normal output rate is known as throughput time. 46. Appraisal costs are incurred in the process of trying to prevent defects and errors from occurring. 47. During the quality control process, customers are identified and products that meet their needs are developed. 48. Developing and evaluating solutions to reduce the gap between desired process performance and current performance is the final step in the six sigma DMAIC approach for process improvement. 49. Durability refers to the probability that a product or service will perform the intended on any given trial. 50. A green belt has a broad knowledge of the six sigma toolkit, but not nearly as much in the tools as Black belts and Master Black Belts. 51. The Six Sigma approach is said to have originated at Motorola. 52. ISO 9000 is a quality award provided to the best company in a calendar year. 53. In services, a product defect is analogous to a defecting customer –a customer who takes their business elsewhere. 54. A general characteristic of a job shop......

Words: 6301 - Pages: 26

Essay Om Grænsebrydende Kunst

...dette digt os her i år 2007, som det gjorde ved skreven fod (?). Nu til dags er beretninger om død og ødelæggelse blot baggrundsstøj fra fjernsynet – ”voldtægt af 21-årig kvinde, 10 civile døde i Irak, knivstikkeri fredag aften” – intet, der chokerer eller overrasker os længere. Så hvem ville blive stødt af at høre ”Skurk skjuler halvnøgent kvindelig i kloak”, som Broby-Johansen skriver i 1922? Vores grænse er rykket. Hvad der er grænsebrydende, er altså under konstant udvikling, en udvikling som kunsten er en del af. Der flyttes grænser, og hidtil gældende normer udvides, men når vi ikke længere stødes på samme måde af ord som død og lig, er det så tegn på, at mennesket blot udvider og accepterer nye grænser, eller er vi ved at blive immune over for, hvad der sker omkring i verden? Tanken om, at eksisterende grænser flyttes længere og længere ud, er tankevækkende, for spørgsmålet er, hvor langt en grænse kan rykkes. Maleriet ”Drømmen om Kniven” af Vilhelm Bjerke Petersen fra 1934 viser en abstrakt og deform kvindekrop vendt på hovedet. Det groteske er, at en spids kniv er stukket ind i det, der kunne ligne kvindens underliv og livmoder. Tanken om dette er frastødende og bizar, og det groteske understreges ved kroppens bløde og runde former, der mødes med den skarpe og lige kniv. Farverne er dominerende i skarpe pink-røde nuancer, hvilket virker provokerende for øjet. Titlen ”Drømmen om Kniven” gør hele billedet mere grotesk, da det er perverst, at det beskrives som en......

Words: 1449 - Pages: 6

Om Course Quiz

...OM Ed. 11: Quiz Questions Ch. 10 Chapter 10 Job Design and Work Measurement 1. The objective of a human resource strategy is to manage labor and design jobs so people are effectively and efficiently utilized. T or F? Answer: 2. Technology, location, and layout decisions are all possible constraints on human resource strategy. T or F? Answer: 3. Which of the following best describes mutual commitment in an organization? A) an instance in which management is committed to the employees and the employees are committed to management B) both management and the employees are committed to the same objective C) both management and the employees are committed, but to different objectives D) management obtains the commitment of the employees to a stated objective E) both management and the employees can rely on each other Answer: 4. Mutual trust is: A) when employees have gained the trust of management. B) reflected in reasonable, documented employment policies that are honestly and equitably implemented to the satisfaction of both management and employee. C) when management has gained the trust of the employees. D) when management recognizes that the employees are competent, motivated people both able and willing to perform at the level required to produce a quality product. E) when management and the employees both agree on common objectives. Answer: 5. What is quality of work life? What is its relation to a firm's human resource......

Words: 802 - Pages: 4

Om and Pratchett

...In the novel Small Gods, the author Pratchett, presupposes the great God Om to be a turtle, who is supported on the back of an elephant. Strange as this idea is, it is not so far from our thoughts about today’s religious world. Humans have made deities of many different animals, forms, or ideas. Om, the turtle’s alter ego, in Small Gods, is not exactly happy to be so helpless in his new form and while he is determined to get Brutha to believe in him, it is difficult and even more difficult to acquire more worshipers. It is problematic in today’s world as well. People tend to want to see what their conscious sees as normal. If one is familiar with Christianity, then the familiar form would be the figure Jesus Christ and in India, the cow is the sacred, though not the God in itself. The cow is made up of parts; the back is the God of all according to Hinduism, the creator of the universe, or the Brahmin. Lord Vishnu is her throat. Like Brutha, it is often difficult for us to accept what is not part of our normal. Religion is such a personal phenomenon. Many join together to share similar ideologies. Many keep their own interpretations private. Some have no belief, but accordingly,” if a man lived properly, not according to what any priests said, but according to what seemed decent and honest inside, then it would, at the end, more or less turn out all right” (Pratchett pg. 100), so in some ways, perhaps even those without the benefit of a God to help or advise, man may......

Words: 287 - Pages: 2

Øm Abbey

...1. Problemformulering Med udgangspunk i ”Øm Klosters Krønike” fra 1165-1267 vil opgaven analysere hvilke konflikter som Cistercienserordnen havde med biskopperne af Århus. Herudover præsenteres baggrunden for deres virke i Danmark og forståelsen af kilden til konflikten diskuteres. 2. Indledning Klostervæsenet opstod i Østen for mennesker, der havde forsaget det verdslige liv og søgt ud i ødemarkens ensomhed for at dyrke Gud ved bøn og askese, mens andre forsøgte at undslippe det verdslige ved flugt. Den første ordnen der kom til Danmark var Benediktinerordnen og efter den kom Cistercienserordnen. Sidstnævnte blev stiftet som reaktion på benediktinernes overvældende pragtudfoldelse i bygninger og gudstjenesteformer samt en snigende magelighed. Øm Kloster blev oprettet i en tid præget af uroligheder i Danmark. I den forbindelse opstod der en række stridigheder mellem klosteret og biskopperne af Århus blandt andet om dispositionsret over jord og gæsteri. Oprettelsen af klosteret betød konflikter omkring dispositionsret over jord. Konflikterne eskalerede imidlertid under biskop Tyge I af Århus. Dispositionsretten over jorden er spændende at se på især fordi 1100-tallet tilhørte omkring en tredjedel af jorden klostre. Der var ikke mange verdslige der ejede så meget jord som klostrene; dette betød at klostrene var en del af samfundets økonomiske rygrad. Tidsafgrænsningen er sat til perioden mellem 1165 til ca. 1267. I klostrene formede munkene deres egen lille familie og i......

Words: 7637 - Pages: 31

Om Overview

...OM: Full Notes Lecture 1: Chapter 1 What is OM? Operations Management is the set of activities that creates goods and services by transforming inputs into outputs. Why is OM important? Text book lists four reasons: * To see how people organize themselves for productive enterprise * To understand how goods and services are provided * To understand what operations managers do * Because it is such a costly part of an organization Productivity Measurement: Outputs Produced Inputs Used Single Factor: One good over one input; ie Output/ Labour Multifactor: Output/(Labour +Material +Energy +Capital +Misc.) The controlled variables that go into productivity are: * Labour * Capital * Management Note: Quality Changes, External Elements, and a lack of Precise Units of Measure may also change productivity without managerial changes. Lecture 2: Hand Puppet Exercise Task Time: * time it takes to complete a given task Cycle Time: * time from the completion of one unit until the completion of the next unit Throughput Time: * time from the start of work at task one, until the completion of work at the final task. Realise that: A. The cycle time is a function of the bottleneck time, and therefore should be very similar in value B. Throughput time will include any wait times that occur for the product at the bottleneck C. Human nature will change the times and data D. It is the manager’s role to reduce......

Words: 1720 - Pages: 7

Om Assignment

...complements an organisation's business strategy either real or case material introduced in class • Critical Thinking – dealing with ambiguity and tread offs- critically analyse an organisation's approaches to the design of its products, services and processes • Group Interaction - make appropriate measures to determine an organisation's key performance measurements (Indicators) – referred to as KPI’s (working on cases) • Presentation and Communication - develop quality plans, and implement appropriate means of quality control with particular reference to service operations – using approaches such as 6 Sigma. Teaching and learning methods OM is student-centred, theory-driven course which balances concentration between theoretical operational models and practical decision situations experienced Operational Managers. OM uses a variety of teaching and learning approaches including group work, individual reading, lectures, discussions and case studies. Student participation and interaction are regarded as central to the class and students are expected to fully engage in all sessions to share their ideas and experiences as well as learn from their peers. Indicative Content/Structure of Class/Lecture Programme This course is based on the following content and lecture programme: Lecture Topics Chapter 1 Introduction to the Operations Function in both service and manufacturing organisations and the challenges facing operations managers Chapter 2 Developing......

Words: 4902 - Pages: 20

Om Session 5 Assignments

...OM Assignments 5 Q1. Is there any evidence that Barilla faces the bullwhip effect? If so, what causes of the bullwhip of the bullwhip effect are present? The bullwhip effect is an observed phenomenon in forecast-driven distribution channels. It refers to a trend of larger and larger swings in inventory in response to changes in customer demand. We believed there was a bullwhip effect in this case. We found the evidence from Exhibit 12 which showed the mean of the orders from Cortese Northeast DC to Pedrognano CDC was 300 while the standard deviation was only 227, the gap was 73. Because customer demand is rarely perfectly stable, businesses must forecast demand to properly position inventory and other resources. Companies often carry an inventory buffer called "safety stock" which may cost a lot of money. In real commercial society, it is barely to see the stable order and conversely the order always is very volatile, thus causing the bullwhip effect. Secondly, the order batching contributed a lots since the distributers, GD and DO used the periodic ordering by its customers, finally enhance the bullwhip phenomenon. Q2. What is the logic of the JITD program they are suggesting in implementing? What are benefits and drawbacks of JITD program? Explain your logic in identifying them. The old distribution model: The JITD program is to change the distribution model to: Generally, for company, distribution process involves many stakeholders. Efficient program requires accurate......

Words: 611 - Pages: 3

Om Prevalence

...The study will focus entirely on children under the age of 36 months. Because OM prevalence changes drastically throughout that time period, the study will be divided into three different age groups in children, those under 12 months of age, those between 12 and 24 months, and those between 24 and 36 months. In order to correctly present the study proposal, it is important to first understand exactly what the exposures and outcomes are. In a relationship where one type of event is characteristic to another, the exposure is the variable that affects the outcome. To further explain, the exposure is usually associated with an environmental factor or lifestyle habit, often termed a ‘risk factor’. The outcome is the prevalence or presence of a disease or health related event. In this study focusing on the relationship between daycare attendance and recurring episodes of OM, the exposure is daycare attendance and the outcome is the prevalence of OM. ?? Data will be collected through the use of surveys, with the goal of obtaining adequate information in three areas of interest. The first and second parts include whether or not the children attended daycare, and when they did attend. The third part is a follow-up to those confirming daycare attendance: the type of daycare. Each survey will therefore ask questions about these three areas. The first question would be worded: “Did your child attend any daycare: under 12 months of age? Between 12 and 24 months of age? Between 24......

Words: 527 - Pages: 3

Om 3080 Test 1

...OM 3080 Test 1 MATT BURTON SECTION 004 1. | Efficiency means doing the right things to create the most value for the company.   True    False |   2. | Effectiveness means doing the right things to create the most value for the company.    True    False | 3. | A doctor completes a surgical procedure on a patient without error. The patient dies anyway. In operations management terms, we could refer to this doctor as being efficient but not effective.    True    False | 4. | An operations and supply chain strategy must be integrated with the organization's corporate strategy.    True    False |   5. | One of the competitive dimensions that form the competitive position of a company when planning its strategies is cost.    True    False |   6. | One of the competitive dimensions that form the competitive position of a company when planning its strategies is delivery speed.    True    False | | Various financial data for SunPath Manufacturing for 2012 and 2013 follow.   What is the percentage change in the energy partial productivity measure between 2012 and 2013?    A.  | -9.22% | B.  | 2.33% | C.  | -0.53% | D.  | 2.88% | E.  | 22.2% | | . | i |  What is the percentage change in the labor partial productivity measure between 2012 and 2013?    A.  | -9.22 | B.  | | 2.33 | C.  | -0.53 | D.  | 2.88 | | | | | What is the percentage change in the multifactor labor and raw materials productivity measure......

Words: 980 - Pages: 4

Solution Om

...Chapter 1 Competing with Operations DISCUSSION QUESTIONS 1. Answering this question demonstrates that processes underlie all of our jobs. What might be surprising is how many students would put their job in the category of “other,” suggesting that many jobs do not fall neatly into any one functional area. Perhaps many in the “other” category might best be called “operations” on further reflection. Customers, both internal and external, are part of each process, and the goal is to manage the processes to add the most value for them. 2. Amazon.com offers a very broad range of services and products at competitive prices. Its competitive priorities would include fast delivery time, on-time delivery, customization, variety and low-cost operations. As a business, Amazon.com is actually assembling a customized basket of goods that must be delivered in a short window of time in a dependable fashion. Low-cost operations are needed to remain competitive. To remain in business, Amazon.com needs to maintain high volumes of traffic. Operations strategy must focus on stock availability and quick, economical, and dependable delivery. 3. The hospital’s commitment to provide attention to patients arriving to the emergency unit in less than 15 minutes and never to turn away patients who need to be hospitalized implies that the facility must be designed to have extra capacity in both beds and emergency room facilities. It must plan on having extra......

Words: 5641 - Pages: 23

Om Buyout Case

...OM Scott Case This is the story of the leveraged buyout of Scotts Company by a private equity firm, Clayton and Dubiler (C&D). Scotts Company was acquired from ITT. ITT was a global conglomerate with major holdings in Telecommunications, Entertainment, Insurance, and industrial products. The following is extracted from a brief history of IT (http://www.itt.com/_docs/news/pubs/itt-history-book-2011-eng-spread.pdf) ITT’s origins span more than one hundred years from the second industrial revolution to the computer age. During that time, the company expanded through acquisitions to become one of the world’s biggest businesses and then narrowed its focus to achieve a place as one of the top financial performers among multi-industry companies on Wall Street. We didn’t follow the crowd. Instead we created our own path and helped fine-tune the concept of a multi industry company that generates value from a shared management approach and synergies between our businesses. The following is extracted from C&D’s mission statement (http://www.cdr-inc.com/about/building_businesses.php): Question: C&D forced a number of changes on the Management Control System of Scotts. Some of these are discussed in the case: 1) Incentive Compensation, 2) Management Decision-Making Authority, 3) Monitoring and Advising Management. Why were these changes needed? O.M. Scott & Sons Company Leveraged Buyout Debt Covenants The organizational changes that Scott went through......

Words: 2341 - Pages: 10

Om Journal

...are to subsides travel costs and establish the CWA by growing our resource base. We are currently using our resources to build the base by buying t-shirts, brochures and employing staff to focus on the bigger goal down the road, scholarship endowment. Much like a small business, in the early stages we are not making much money and we end with very little retained earnings because the resources are being used to grow the base which intern will hopefully grow to accumulating over $40,000 a year. It would be great if we could spend about $15,000 of this money on yearly expenses and put $25,000 dollars a year toward the endowment. Chapter 1 – Understanding the Service Side of OM An Athletic Director needs to set the tone for fund raising with the administration and individual teams. The focus of my OM Journal will be fund raising in the athletic program, specifically wrestling, done by the Citadel Wrestling Association. There is a set amount of funding each team gets and there are financial needs a team has to keep up with in order to be competitive which go beyond a universities minimal funding. The more money that is raised the less burden each team puts on the school. Another large goal of any athletic department is to have fully funded teams. For example, legally any NCAA wrestling team can have maximum 9.9 scholarships because of title IX. As of right now the Citadel wrestling team is not fully funded. The more scholarships that are endowed by the athletic......

Words: 3281 - Pages: 14