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Operators she noted that the operator could process 7

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operators, she noted that the operator could process 7 orders (representing 62 boxes) within 30 minutes. Victoria and her team noticed that one full container of orders (representing orders of 580 boxes) waiting to be entered. At the time, the customer service representatives had entered approximately 1/4 of a second box, meaning that orders representing 145 boxes had been entered and printed and orders representing an additional 435 boxes had not yet been entered. Transportation back to Customer Service Department There is another ½ day delay waiting for entered orders to be taken back to the Customer Service Department. Order Verification Once a full container of entered orders returns to the Customer Service Department, the customer service representatives verify that the order entered into the Customer Order Database matches the order received from the customer. Although the company policy requires that discrepancies are sent back to the order entry operators for correction, the order entry operators have not made an entry error in over 3 years. As shown in the schedule above, each customer service representative has budgeted 2.5 hours to this task. They process one full
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container (representing orders of 580 boxes) before scheduling the orders in the Printing Department. After watching the order verification process, the team noticed that one customer service representative could check and verify 14 orders (representing 112 boxes) in 20 minutes. The paper orders that have been verified are then scheduled and sent to the Printing Department through interoffice mail (requiring a ½ day delay). When Victoria and her team walked through the Customer Service Department at around 11am, they noticed one full box of customer orders waiting to be checked and verified and another full box of checked customer orders waiting to be sent to the Printing Department. Printing Department The printing department consists of one box printing machine and one operator. They print one order at a time: a batch size of 1 order (approximately 8 boxes). Victoria and her team enter the printing department to collect data at around 11:30. They notice that there are orders for 5800 boxes waiting to be printed (many of them from the previous days). They also notice that 522 printed boxes have been completed and are sitting on a pallet waiting to be transported to the Boxing Department. They decide to go to lunch, realizing that they will be able to figure out the cycle time of the printing process by counting how many boxes were printed while they are gone. They come back after 1 hour and find that during that hour, the printing department has printed 90 boxes. Questions: 1. What is the takt time for the customer (seconds per box, internal customer: Boxing)? 2. Identify how many “boxes” of product exist in each inventory block. 3. For each process step, identify the Processing Time (in seconds per box), Cycle Time (in seconds), and Utilization percent. 4. Draw the current state map including a timeline bar and information flows. 5. What is the biggest problem with this process? 6. Victoria believes that if she can reduce the throughput time for this process to 3 days, she will be able to both reduce the quoted lead time for products as well as obtain 100% of orders delivered on time. What ideas do you have for reducing the process Throughput Time?
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