F - even chart visually presents alternative profits and...

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Capacity of a system in terms of -maximum output -costs -profit -bottleneck identification (capacity at each step) Process design structures (in order of highest production volume to lowest) 1. Continuous Flow : raw materials to finished goods with no intervention. Standardized products, high volume. 2. Assembly Line : raw materials to finished goods, but intervention is allowed. 3. Manufacturing Cells : small units within a production plant. Allows for more flexibility. Products must be similar but not necessarily standardized. 4. Workcenter (i.e. wood shop): similar machines and tools in one location. Produces a variety of products. 5. Project (i.e. home construction): move machines and tools to the site of the project. Very individualized product. 13. Break-even analysis (pg. 73) A standard approach to choosing among alternative processes or equipment. A break-
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Unformatted text preview: even chart visually presents alternative profits and losses due to the number of units produced or sold (choice depends on anticipated demand). See example 4.2 (pg.73-74) Assembly line balancing-cycle time Production Time per day Required output per day (in units)-theoretical minimum # of workstations Sum of Task Times (T) Cycle Time (C)-assigning tasks we usually assign tasks according to “longest task time” up until we can’t add any any more tasks because it would be more than the bottleneck-efficiency and idle time Efficiency = Sum of Task Times (T) . Actual Number of workstations (Na)*Workstation Cycle Time (C) Idle time is the time left under what the bottleneck is or what your cycle time is Cases and simulations-Toshiba case-Quality management day-Table top experiments...
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This note was uploaded on 11/04/2011 for the course BUS 361 taught by Professor Stuff during the Fall '11 term at BYU.

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F - even chart visually presents alternative profits and...

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