Complete Problems 11, 19, And 113 In The Textbook
Detailscomplete Problems 11 19 And 113 In The Textbook Problem
Complete problems 1.1, 1.9, and 1.13 in the textbook. (Problems are highlighted) Submit one Excel file. Put each problem result on a separate sheet in your file. Problem 1.1 Chuck Sox makes wooden boxes in which to ship motorcycles. Chuck and his three employees invest a total of 40 hours per day making the 120 boxes. a) What is their productivity? b) Chuck and his employees have discussed redesigning the process to improve efficiency. If they can increase the rate to 125 per day, what will be their new productivity? c) What will be their unit increase in productivity per hour? d) What will be their percentage change in productivity? Problem 1.9 Lillian Fok is president of Lakefront Manufacturing, a producer of bicycle tires. Fok makes 1,000 tires per day with the following resources: Labor: 400 hours per day @ $12.50 per hour Raw material: 20,000 pounds per day @ $1 per pound Energy: $5,000 per day Capital costs: $10,000 per day a)What is the labor productivity per labor-hour for these tires at Lakefront Manufacturing? b) What is the multifactor productivity for these tires at Lakefront Manufacturing? c) What is the percent change in multifactor productivity if Fok can reduce the energy bill by $1,000 per day without cutting production or changing any other inputs? Problem 1.13 Charles Lackey operates a bakery in Idaho Falls, Idaho. Because of its excellent product and excellent location, demand has increased by 25% in the last year. On far too many occasions, customers have not been able to purchase the bread of their choice. Because of the size of the store, no new ovens can be added. At a staff meeting, one employee suggested ways to load the ovens differently so that more loaves of bread can be baked at one time. This new process will require that the ovens be loaded by hand, requiring additional manpower. This is the only thing to be changed. If the bakery makes 1,500 loaves per month with a labor productivity of 2.344 loaves per labor-hour, how many workers will Lackey need to add? (Hint: Each worker works 160 hours per month.)
Paper For Above instruction
The set of problems from the textbook focuses on critical aspects of productivity analysis and operational efficiency in manufacturing and service contexts. These problems help students understand productivity measurement, resource utilization, and efficiency improvements within real-world applications.
Problem 1.1 is centered on calculating productivity in a small manufacturing operation. Chuck Sox manufactures motorcycle shipping boxes, and the problem emphasizes understanding average productivity rates, potential efficiencies through process redesign, incremental productivity gains, and percentage improvements. These calculations are fundamental in operations management, helping managers identify bottlenecks and potential improvements.
Solution to Problem 1.1 begins with calculating the initial productivity by dividing the output (120 boxes) by the total input hours (40 hours), resulting in a productivity rate of 3 boxes per hour. When productivity improves to produce 125 boxes daily, the new productivity rate becomes 3.125 boxes per hour, which indicates a 0.125 increase per hour. The absolute increase in productivity per hour is 0.125, and the percentage increase is approximately 4.17%, calculated as ((3.125 - 3) / 3) * 100. Such analysis allows managers to assess the effectiveness of process improvements quantitatively.
Problem 1.9 analyzes the productivity of Lakefront Manufacturing's bicycle tire production, using labor productivity and multifactor productivity (MFP) metrics. Labor productivity per labor-hour is straightforwardly computed by dividing total output (1,000 tires) by total labor hours (400 hours), resulting in 2.5 tires per labor-hour. The multifactor productivity considers all inputs; thus, it sums the total value of inputs (labor cost, raw materials, energy, and capital costs) and divides the output by this total input value. The calculation involves aggregating the inputs' costs and resource values, offering a comprehensive view of efficiency.
In part (c), the problem explores how decreasing energy costs by $1,000 per day impacts the MFP. The energy cost reduction reduces the total input cost, increasing productivity measurement. Adjusting the total input value downward increases the MFP ratio, illustrating how cost reductions can improve operational efficiency without changing output levels. This emphasizes the importance of controlling input costs to enhance overall productivity.
Problem 1.13 involves analyzing labor productivity and manpower requirements in response to increased demand. The current productivity is 2.344 loaves per labor-hour with a production of 1,500 loaves per month. Given a 25% increase in demand, total production should increase proportionally to 1,875 loaves per month. To meet this increased demand while maintaining productivity, the total labor hours required are calculated by dividing the new production target by productivity per worker. Given each worker’s 160 hours per month, additional workers are needed to meet the increased production.
This problem illustrates the practical application of productivity metrics to workforce planning. The number of new workers needed is derived by calculating the increase in total labor hours required to sustain the current productivity rate, thus ensuring capacity expansion aligns with demand growth without sacrificing efficiency.
Overall, these problems provide insight into fundamental operational metrics—productivity, efficiency, and resource allocation—vital for effective management in manufacturing and service sectors. They reinforce the importance of measurable performance indicators and strategic process improvements for sustaining growth and competitiveness in business operations.