Concept explainers
Using the data for the coffee table in Problem 14.31, build a labor
To determine: The number of labor hours and employees needed each day.
Explanation of Solution
Given information:
- Table requires 1 top, 4 legs, 1/8 gallon of strain, 1/16 gallon of blue, 2 short braces, 2 long braces, and brass cap on the bottom of each leg.
- 100 gallons of glue as inventory.
- All items except brass caps, stain and glue are planned on a Lot for lot basis.
- Caps are purchased in 1000’s, stain and glue by gallon.
- Lead time = 1 (for each item).
- 640 coffee tables needed on day 5 and 6.
- 128 coffee tables needed on days 7 and 8.
- Labor standard for each top is 2 labor hours.
- Each leg with brass cap installation and each pair of braces need ¼ hour.
- Base assembly needs 1 labor hour.
- Final assembly of table requires 2 labor hours.
- Number of hours per day is 8.
Product structure:
Net requirements plan:
Table:
Period (Day) | ||||||||
Table | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 640 | 640 | 128 | 128 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 0 | 0 | 0 | ||||
Net requirement | 640 | 640 | 128 | 128 | ||||
Planned order receipt | 640 | 640 | 128 | 128 | ||||
Planned order release | 640 | 640 | 128 | 128 |
Day 5:
The gross requirement is 640 (1 assembly) of Coffee table derived from the given information. The On hand is 0. Therefore, the net requirement is 640. The lead time is 1 week. The planned order release will be 640 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 640 (1 assembly) of Coffee table derived from the given information. The On hand is 0. Therefore, the net requirement is 640. The lead time is 1 week. The planned order release will be 640 in day 5 which will be the planned order receipt in day 6.
Day 7:
The gross requirement is 128 (1 assembly) of Coffee table derived from the given information. The On hand is 0. Therefore, the net requirement is 128. The lead time is 1 week. The planned order release will be 128 in day 6 which will be the planned order receipt in day 7.
Day 8:
The gross requirement is 128 (1 assembly) of Coffee table derived from the given information. The On hand is 0. Therefore, the net requirement is 128. The lead time is 1 week. The planned order release will be 128 in day 7 which will be the planned order receipt in day 8.
Top:
Period (Day) | ||||||||
Top | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 640 | 640 | 128 | 128 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 0 | 0 | 0 | ||||
Net requirement | 640 | 640 | 128 | 128 | ||||
Planned order receipt | 640 | 640 | 128 | 128 | ||||
Planned order release | 640 | 640 | 128 | 128 |
Day 4:
The gross requirement is 640 (1 assembly) of Top derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 640. The lead time is 1 week. The planned order release will be 640 in day 3 which will be the planned order receipt in day 4.
Day 5:
The gross requirement is 640 (1 assembly) of Top derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 640. The lead time is 1 week. The planned order release will be 640 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 128 (1 assembly) of Top derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 128. The lead time is 1 week. The planned order release will be 128 in day 5 which will be the planned order receipt in day 6.
Day 7:
The gross requirement is 128 (1 assembly) of Top derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 128. The lead time is 1 week. The planned order release will be 128 in day 6 which will be the planned order receipt in day 7.
Stain:
Period (Day) | ||||||||
Stain | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 80 | 80 | 16 | 16 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 0 | 0 | 0 | ||||
Net requirement | 80 | 80 | 16 | 16 | ||||
Planned order receipt | 80 | 80 | 16 | 16 | ||||
Planned order release | 80 | 80 | 16 | 16 |
Day 4:
The gross requirement is 80 (1 assembly) of Stain derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 80. The lead time is 1 week. The planned order release will be 80 in day 3 which will be the planned order receipt in day 4.
Day 5:
The gross requirement is 80 (1 assembly) of Stain derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 80. The lead time is 1 week. The planned order release will be 80 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 16 (1 assembly) of Stain derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 16. The lead time is 1 week. The planned order release will be 16 in day 5 which will be the planned order receipt in day 6.
Day 7:
The gross requirement is 16 (1 assembly) of Stain derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 16. The lead time is 1 week. The planned order release will be 16 in day 6 which will be the planned order receipt in day 7.
Glue:
Period (Day) | ||||||||
Glue | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 40 | 40 | 8 | 8 | ||||
Scheduled receipt | ||||||||
On hand (100) | 100 | 60 | 20 | 12 | 4 | |||
Net requirement | 0 | 0 | 0 | 0 | ||||
Planned order receipt | ||||||||
Planned order release |
Day 4:
The gross requirement is 40 (1 assembly) of Glue derived from the planned order release of Table. The On hand is 100. Therefore, the net requirement is 0. Therefore there will be no planned order release. The excess inventory 60 will be available at week 5.
Day 5:
The gross requirement is 40 (1 assembly) of Glue derived from the planned order release of Table. The On hand is 60. Therefore, the net requirement is 0. Therefore there will be no planned order release. The excess inventory 20 will be available at week 6.
Day 6:
The gross requirement is 8 (1 assembly) of Glue derived from the planned order release of Table. The On hand is 20. Therefore, the net requirement is 0. Therefore there will be no planned order release. The excess inventory 12 will be available at week 7.
Day 7:
The gross requirement is 8 (1 assembly) of Glue derived from the planned order release of Table. The On hand is 12. Therefore, the net requirement is 0. Therefore there will be no planned order release. The excess inventory 8 will be available at week 8.
Base assembly:
Period (Day) | ||||||||
Base | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 640 | 640 | 128 | 128 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 0 | 0 | 0 | ||||
Net requirement | 640 | 640 | 128 | 128 | ||||
Planned order receipt | 640 | 640 | 128 | 128 | ||||
Planned order release | 640 | 640 | 128 | 128 |
Day 4:
The gross requirement is 640 (1 assembly) of base assembly derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 640. The lead time is 1 week. The planned order release will be 640 in day 3 which will be the planned order receipt in day 4.
Day 5:
The gross requirement is 640 (1 assembly) of base assembly derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 640. The lead time is 1 week. The planned order release will be 640 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 128 (1 assembly) of base assembly derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 128. The lead time is 1 week. The planned order release will be 128 in day 5 which will be the planned order receipt in day 6.
Day 7:
The gross requirement is 128 (1 assembly) of base assembly derived from the planned order release of Table. The On hand is 0. Therefore, the net requirement is 128. The lead time is 1 week. The planned order release will be 128 in day 6 which will be the planned order receipt in day 7.
Short brace:
Period (Day) | ||||||||
Short Brace | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 1,280 | 1,280 | 256 | 256 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 0 | 0 | 0 | ||||
Net requirement | 1,280 | 1,280 | 256 | 256 | ||||
Planned order receipt | 1,280 | 1,280 | 256 | 256 | ||||
Planned order release | 1,280 | 1,280 | 256 | 256 |
Day 3:
The gross requirement is 1,280 (2 assembly) of short brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 1,280. The lead time is 1 week. The planned order release will be 1,280 in day 2 which will be the planned order receipt in day 3.
Day 4:
The gross requirement is 1,280 (2 assembly) of short brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 1,280. The lead time is 1 week. The planned order release will be 1,280 in day 3 which will be the planned order receipt in day 4.
Day 5:
The gross requirement is 256 (2 assembly) of short brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 256. The lead time is 1 week. The planned order release will be 256 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 256 (2 assembly) of short brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 256. The lead time is 1 week. The planned order release will be 256 in day 5 which will be the planned order receipt in day 6.
Long brace:
Period (Day) | ||||||||
Long Brace | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 1,280 | 1,280 | 256 | 256 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 0 | 0 | 0 | ||||
Net requirement | 1,280 | 1,280 | 256 | 256 | ||||
Planned order receipt | 1,280 | 1,280 | 256 | 256 | ||||
Planned order release | 1,280 | 1,280 | 256 | 256 |
Day 3:
The gross requirement is 1,280 (2 assembly) of long brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 1,280. The lead time is 1 week. The planned order release will be 1,280 in day 2 which will be the planned order receipt in day 3.
Day 4:
The gross requirement is 1,280 (2 assembly) of long brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 1,280. The lead time is 1 week. The planned order release will be 1,280 in day 3 which will be the planned order receipt in day 4.
Day 5:
The gross requirement is 256 (2 assembly) of long brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 256. The lead time is 1 week. The planned order release will be 256 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 256 (2 assembly) of long brace derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 256. The lead time is 1 week. The planned order release will be 256 in day 5 which will be the planned order receipt in day 6.
Leg:
Period (Day) | ||||||||
Leg | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 2,560 | 2,560 | 512 | 512 | ||||
Scheduled receipt | ||||||||
On hand (0) | ||||||||
Net requirement | 2,560 | 2,560 | 512 | 512 | ||||
Planned order receipt | 2,560 | 2,560 | 512 | 512 | ||||
Planned order release | 2,560 | 2,560 | 512 | 512 |
Day 3:
The gross requirement is 2,560 (4 assembly) of leg derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 2,560. The lead time is 1 week. The planned order release will be 2,560 in day 2 which will be the planned order receipt in day 3.
Day 4:
The gross requirement is 2,560 (4 assembly) of leg derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 2,560. The lead time is 1 week. The planned order release will be 2,560 in day 3 which will be the planned order receipt in day 4.
Day 5:
The gross requirement is 512 (4 assembly) of leg derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 512. The lead time is 1 week. The planned order release will be 512 in day 4 which will be the planned order receipt in day 5.
Day 6:
The gross requirement is 512 (4 assembly) of leg derived from the planned order release of base assembly. The On hand is 0. Therefore, the net requirement is 256. The lead time is 1 week. The planned order release will be 512 in day 5 which will be the planned order receipt in day 6.
Brass caps:
Period (Day) | ||||||||
Brass caps | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Gross requirements | 2,560 | 2,560 | 512 | 512 | ||||
Scheduled receipt | ||||||||
On hand (0) | 0 | 440 | 880 | 368 | 856 | 856 | 856 | |
Net requirement | 2,560 | 2,120 | 0 | 144 | ||||
Planned order receipt | 3,000 | 3,000 | 1,000 | |||||
Planned order release | 3,000 | 3,000 | 1,000 |
Day 2:
The gross requirement is 2,560 (1 assembly) of brass caps derived from the planned order release of legs. The On hand is 0. Therefore, the net requirement is 2,560. The lead time is 1 week. The planned order release will be 3,000 (1 Lot = 1,000) in day 1 which will be the planned order receipt in day 2. The excess inventory of 440 is available at day 3.
Day 3:
The gross requirement is 2,560 (1 assembly) of brass caps derived from the planned order release of legs. The On hand is 440. Therefore, the net requirement is 2,120. The lead time is 1 week. The planned order release will be 3,000 (1 Lot = 1,000) in day 2 which will be the planned order receipt in day 3. The excess inventory of 880 is available at day 4.
Day 4:
The gross requirement is 512 (1 assembly) of brass caps derived from the planned order release of legs. The On hand is 880. Therefore, the net requirement is 0. Therefore, there will be no planned release. The excess inventory of 368 is available at day 5.
Day 5:
The gross requirement is 512 (1 assembly) of brass caps derived from the planned order release of legs. The On hand is 368. Therefore, the net requirement is 144. The lead time is 1 week. The planned order release will be 1,000 (1 Lot = 1,000) in day 4 which will be the planned order receipt in day 5. The excess inventory of 856 is available at the next day.
Calculation of labor hours / day:
Master Schedule | Hours Required | Day 1 | Day 2 | Day 3 | Day 4 | Day 5 | Day 6 | Day 7 | Day 8 |
Table assembly | 2 | 1280 | 1280 | 256 | 256 | ||||
Top preparation | 2 | 1280 | 1280 | 256 | 256 | ||||
Assemble base | 1 | 640 | 640 | 128 | 128 | ||||
Long brace (2) | 0.25 | 320 | 320 | 64 | 64 | ||||
Short brace (2) | 0.25 | 320 | 320 | 64 | 64 | ||||
Leg (4) | 0.25 | 640 | 640 | 128 | 128 | ||||
Total Hours | 0 | 1280 | 3200 | 3456 | 1920 | 640 | 256 | ||
Employees need @ 8 hours / day | 0 | 160 | 400 | 432 | 240 | 80 | 32 |
The master production schedule is derived from net requirements plan.
Formula to calculate number of hours / each day:
Formula to calculate the number of employees per 8 hour day:
Day 2:
Calculation of total hours for each day for each component:
Long brace:
Short brace:
Leg:
Calculation of total hours / day:
The total hours is calculated by summing all the hours needed for each component in a day.
Calculation of number of employees per 8 hour day:
The number of employees is calculated by dividing the total hours per day with the number of hours per day.
Day 3:
Calculation of total hours for each day for each component:
Top preparation:
Assemble base:
Long brace:
Short brace:
Leg:
Calculation of total hours / day:
The total hours is calculated by summing all the hours needed for each component in a day.
Calculation of number of employees per 8 hour day:
The number of employees is calculated by dividing the total hours per day with the number of hours per day.
Day 4:
Calculation of total hours for each day for each component:
Table assembly:
Top preparation:
Assemble base:
Long brace:
Short brace:
Leg:
Calculation of total hours / day:
The total hours is calculated by summing all the hours needed for each component in a day.
Calculation of number of employees per 8 hour day:
The number of employees is calculated by dividing the total hours per day with the number of hours per day.
Day 5:
Calculation of total hours for each day for each component:
Table assembly:
Top preparation:
Assemble base:
Long brace:
Short brace:
Leg:
Calculation of total hours / day:
The total hours is calculated by summing all the hours needed for each component in a day.
Calculation of number of employees per 8 hour day:
The number of employees is calculated by dividing the total hours per day with the number of hours per day.
Day 6:
Calculation of total hours for each day for each component:
Table assembly:
Top preparation:
Assemble base:
Calculation of total hours / day:
The total hours is calculated by summing all the hours needed for each component in a day.
Calculation of number of employees per 8 hour day:
The number of employees is calculated by dividing the total hours per day with the number of hours per day.
Day 7:
Calculation of total hours for each day for each component:
Table assembly:
Calculation of total hours / day:
The total hours is calculated by summing all the hours needed for each component in a day.
Calculation of number of employees per 8 hour day:
The number of employees is calculated by dividing the total hours per day with the number of hours per day.
Want to see more full solutions like this?
Chapter 14 Solutions
Principles Of Operations Management
- At Feebo Company, components U, V, W, and X are assembled in a cell in daily quantities of 70, 140, 280, and 35, respectively. Assuming a 480-minute workday, assume lot-for-lot, LT = 0. What is the MMP sequence? For the toolbar, press ALT F10 (PC) or ALT-FN+F10 (Mac)arrow_forwardA.J.’s Wildlife Emporium manufactures two unique birdfeeders (Deluxe and Super Duper) that are manufactured and assembled in up to three different workstations (X, Y, Z) using a small batch process. Each of the products is produced according to the flowchart in Figure. Additionally, the flowchart indicates each product’s price, weekly demand, and processing times per unit. Batch setup times are negligible.A.J. can make and sell up to the limit of its weekly demand and there are no penalties for not being able to meet all of the demand. Each workstation is staffed by a worker who is dedicated to work on that workstation alone and is paid $16 per hour. The plant operates 40 hours per week, with no overtime. Overhead costs are $2,000 per week. Based on the information provided, as well as the information contained in the flowchart, answer the following questions. a. Using the traditional method, which bases decisions solely on a product’s contribution to profits and overhead, what is the…arrow_forwardExplain what are the risks of automating a production process and what are the risks for a service process?arrow_forward
- Why is it more efficient for the work cells to prepare “modules” and deliver them to the assembly line thanit would be to produce the component (e.g., interior upholstery) on the line?arrow_forwardK Borges Machine Shop, Inc., has a 1-year contract for the production of 75,000 gear housings for a new off-road vehicle. Owner Luis Borges hopes the contract will be extended and the volume increased next year. Borges has developed costs for three alternatives. They are general-purpose equipment (GPE), flexible manufacturing system (FMS), and expensive, but efficient, dedicated machine (DM). The cost data follow: Annual contracted units Annual fixed cost Per unit variable cost General-Purpose Equipment (GPE) 75,000 $100,000 $15.00 Flexible Manufacturing System (FMS) 75,000 $225,000 $14.75 Dedicated Machine (DM) 75,000 $500,000 $13.00 Based on the total cost, the process that is best suited for the current contracted volume is Suppose the contracted volume changes to 275,000 gear housings. Based on the total cost, the process that is best suited for the new volumo inarrow_forwardSlugger, Inc. assembles Baseball Bats with aluminum handles in an assembly line using four workstations. Management wants an output rate of 550 bats per day using a 11.5-hour workday. What is the cycle time?arrow_forward
- Bryan is Professor Russell’s graduate assistant. He wouldlike to leave for Spring Break tomorrow, but first he has tograde the midterm exams from four classes. These classesare new for Bryan, so he estimates his grading efficiency tobe 80%. Professor Russell has estimated the time requiredto create the key and the time to grade each paper as shownbelow. Bryan anticipates that he’ll need five hours of sleep,an hour to pack, an hour to get to the airport, an hour topost the grades, and three twenty minute breaks during theday for meals. Can Bryan finish his work and make it tothe airport on time in a 24 hour day?arrow_forwardThe following table shows the process times in minutes (or minutes/unit - how many minutes to process one unit) of a six-station serial production line (1-2-3-4-5-6). Station 1 2 3 4 5 6 Which station(s) is (are) the bottleneck(s)? Station 2 Station 5 Stations 3 and 4 Stations 2 and 5 Process Time (minutes/unit) 8 11 7 7 11 4arrow_forwardA production process at Kenneth Day Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). Q a) is the bottleneck. 6 units/hr Sawing 2.4 units/hr Sanding Drilling 2 units/hr Welding 5 units/hr Assembly 0.7 units/hr Assembly 0.7 units/hr Assembly 0.7 units/hr OUarrow_forward
- A production process at Kenneth Day Manufacturing is shown in the figure below. The drilling operation occurs separately from, and simultaneously with, the sawing and sanding, which are independent sequential operations. A product needs to go through only one of the three assembly operations (the operations are in parallel). Q 2.1 units/hr Sawing 5 units/hr Sanding Drilling 5 units/hr Welding 2.5 units/hr a) Sawing is the bottleneck. b) The bottleneck time is 28.57 minutes per unit (round your response to two decimal places). c) The throughput time of the overall system is minutes (round your response to two decimal places). Assembly 0.8 units/hr Assembly 0.8 units/hr Assembly 0.8 units/hrarrow_forwardDave Grubbs of Grubbs Auto Body has five cars waiting for Economy Detailing. An Economy Detailing consists of a wash and then a hand wax. Cars cannot be waxed until they are washed. ROUND UP (39/5) & (39/10). Wash (hours) Wax (hours) (J)aguar 39/5 5 (C)adillac 5 3 (F)ord 1 39/10 (H)onda 2 1 (L)exus 4 4 What schedule produces the shortest time span in which these orders can be completed? Sequence: ____ , _____ , _____ , ______ , ______ Create a Gantt chart for the optimal sequence (shortest time span). How many hours does it take to complete the five orders? For the schedule in question “a”, how many hours is the waxing task idle? When will Dave finish the Cadillac? What is the average order completion time?arrow_forwardThree departments- milling (M), drilling (D), andsawing (S)- are assigned to three work areas in Victor Berardis'smachine shop in Kent, Ohio. The number of workpieces movedper day and the distances between the centers of the work areas,in feet, follow. Pieces Moved between Work Areas Each Day lt costs $2 to move I workpiece I foot.What is the cost?arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,