Problem 5: The Following Diagram Describes A Process

Problem 5 14the Following Diagram Describes A Process That Consists Of

Problem 5-14 The following diagram describes a process that consists of eight separate operations, with sequential relationships and capacities (units per hour) as shown. a. What is the current capacity of the entire process? Capacity units per hour · Above answer 12 is correct b-1. If you could increase the capacity of only two operations through process improvement efforts, which two operations would you select, how much additional capacity would you strive for in each of those operations? (Enter your answers as whole numbers. Enter the lower operation number in the TOP answer box and the higher operation number in the BOTTOM answer box.) Operations Additional capacity b-2. What would the resulting capacity of the entire process be? Resulting capacity units per hour 12

Paper For Above instruction

The process detailed involves eight sequential operations, each with specific capacities measured in units per hour. Understanding the capacity of such a process is crucial for optimizing throughput and identifying bottlenecks that limit overall productivity. The initial analysis reveals that the current capacity of the entire process is 12 units per hour, which indicates that no individual operation exceeds this rate, or if it does, the bottleneck constrains the entire system to this capacity.

In process management, the key to enhancing overall throughput lies in identifying the bottleneck operation—that is, the process step with the lowest capacity. For the current system, the bottleneck determines the maximum possible output. To increase the total capacity, targeted improvements should focus on these low-capacity operations. When considering which two operations to improve, it is strategic to select those that, when enhanced, would lead to the greatest increase in overall capacity.

Suppose, for example, operations 3 and 5 are the bottlenecks with capacities of 8 and 10 units per hour, respectively. Increasing their capacities could significantly impact the overall throughput. If these operations are expanded to capacities of 14 units per hour each, the process would be constrained by the next lowest capacity after these improvements. Hence, the total process capacity would increase accordingly.

The specific choice of operations and the exact capacity increments depend on the initial diagram and the capacities indicated. Typically, strategic improvements focus on the operations with capacities just below or at the current overall capacity. By boosting these to higher capacities, the entire system's throughput can be optimized.

Ultimately, after selecting and enhancing the two most critical operations, the new overall process capacity could be theoretically increased to match the capacity of the next bottleneck. For example, if the two operations are increased to capacities sufficient to push the process to a new maximum throughput, the resulting capacity might reach 14 or more units per hour, depending on the capacity levels of other operations.

This approach underscores the importance of detailed capacity analysis, bottleneck identification, and targeted process improvements in manufacturing and service systems for maximizing productivity efficiently.

References

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