3. The operation manager of a body and paint shop has five cars to schedule for...
3. The operation manager of a body and paint shop has five cars to schedule for repair. He would like to minimize throughput time to complete all work on these cars. Each car requires body work prior to painting. The estimates of the times required to do the body and paint work on each are listed below. Car Body Work (Hours) Paint (Hours) JA 12 B 17 6 14 10 C 19 D 3 E 12 4 5 (a) Determine...
3. The operation manager of a body and paint shop has five cars to schedule for repair. He would like to minimize throughput time to complete all work on these cars. Each car requires body work prior to painting. The estimates of the times required to do the body and paint work on each are listed below. Paint (Hours) 6 Car A B C D E Body Work (Hours) 12 7 9 4 10 4 3 12 in (a) Determine...
. The operation manager of a body and paint shop has five cars to schedule for repair. He would like to minimize throughput time to complete all work on these cars. Each car requires body work prior to painting. The estimates of the times required to do the body and paint work on each are listed below. (a) Determine the job sequence using the Johnson rule. (b) How much idle time is related to painting? (use a chart to find...
QUESTION 5 Ricardo Gonzalez is now helping his brother who works at a body and paint shop. The shop has five cars to schedule for repair. They would like to minimize throughput time to complete all work on these cars. Each car requires body work prior to painting. The estimates of the time required to do the body and paint work on each area are as follows: CAR BODY WORK (hours) PAINT (hours) A 37 21 B 21 17 C 14 16...
The manager of a car garage must schedule repairs on five (5) cars. he would like to minimize the total processing time of the five cars. Repairs on each car require two successive activities: sheet metal and painting. The relevant data for the five cars are given in the following table Cars Sheet metal (hours) Painting (hours) v1 8 7 v2 9 4 v3 7 9 v4 3 4 v5 12 5 a) Use Johnson's rule to determine the optimal...
(a) Allan's job shop takes order for making spare parts for textile manufacturing equipment. The operation milling and involves first milling and then finishing. Table Q4(a) presents the data of processing times for each job. (i) Determine the sequencing rule using First Come First Serve (FCFS) and Johnson's Rule. (4 marks) (ii) Make a work schedule on a Gantt chart using FCFS rules indicating the makespan. (6 marks) (iii) Make a work schedule on a Gantt chart using Johnson's rules...
Roberts Auto Sales and Service (RASAS) consists of three car dealerships that sell and service several makes of American and Japanese cars, two auto parts stores, a large body shop and car painting business, and an auto salvage yard. Vicky Roberts, owner of RASAS, went into the car business when she inherited a Ford dealership from her father. She was able to capitalize on her knowledge and experience to build her business into the diversified and successful mini-empire it is...
Summary should briefly analyze the central problems and issues of the case and provide some analysis and suggestions. Thank you. Lean Initiatives and Growth at Orlando Metering Company It was late August 2002 and Ed Cucinelli, vice president of Orlando Metering Company (OMC), sat in his office on a late Saturday morning. He had come in to prepare for some strategic planning meetings that were scheduled for the upcoming week. As he noticed the uncommon silence in the building, Ed...
I have this case study to solve. i want to ask which
type of case study in this like problem, evaluation or decision? if
its decision then what are the criterias and all?
Stardust Petroleum Sendirian Berhad: how to inculcate the pro-active safety culture? Farzana Quoquab, Nomahaza Mahadi, Taram Satiraksa Wan Abdullah and Jihad Mohammad Coming together is a beginning; keeping together is progress; working together is success. - Henry Ford The beginning Stardust was established in 2013 as a...
How can we assess whether a project is a success or a
failure?
This case presents two phases of a large business transformation project involving the implementation of an ERP system with the aim of creating an integrated company. The case illustrates some of the challenges associated with integration. It also presents the obstacles facing companies that undertake projects involving large information technology projects. Bombardier and Its Environment Joseph-Armand Bombardier was 15 years old when he built his first snowmobile...