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    IE 231 Exercise 4 Patrick Jose Roxas

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    Patrick Jose Roxas
    1. A simulation of a penny fabrication process showed that at times 20 and 22, jobs at station 2 would experience bottlenecks close to starvation, and at time 24 ongoing processes would remain busy while empty processes starved continuously. 2. Practical worst case (PWC) is defined as a production system operating under capacity but remaining economically viable, helping establish performance limits to prevent worse outcomes with high costs or disruptions. 3. A case study of a hal capacity process found the actual throughput was 63% of capacity, work-in-process was 12.3 times the critical level, and cycle time was 24.1 times the raw process time. Calculations determined the actual system performed worse than the defined

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    IE 231 Exercise 4 Patrick Jose Roxas

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    Patrick Jose Roxas
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    1. A simulation of a penny fabrication process showed that at times 20 and 22, jobs at station 2 would experience bottlenecks close to starvation, and at time 24 ongoing processes would remain busy while empty processes starved continuously. 2. Practical worst case (PWC) is defined as a production system operating under capacity but remaining economically viable, helping establish performance limits to prevent worse outcomes with high costs or disruptions. 3. A case study of a hal capacity process found the actual throughput was 63% of capacity, work-in-process was 12.3 times the critical level, and cycle time was 24.1 times the raw process time. Calculations determined the actual system performed worse than the defined

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    Factory Dynamics

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    1. A simulation of a penny fabrication process showed that at times 20 and 22, jobs at station 2 would experience bottlenecks close to starvation, and at time 24 ongoing processes would remain busy while empty processes starved continuously. 2. Practical worst case (PWC) is defined as a production system operating under capacity but remaining economically viable, helping establish performance limits to prevent worse outcomes with high costs or disruptions. 3. A case study of a hal capacity process found the actual throughput was 63% of capacity, work-in-process was 12.3 times the critical level, and cycle time was 24.1 times the raw process time. Calculations determined the actual system performed worse than the defined

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    7 views1 page

    IE 231 Exercise 4 Patrick Jose Roxas

    Uploaded by

    Patrick Jose Roxas
    1. A simulation of a penny fabrication process showed that at times 20 and 22, jobs at station 2 would experience bottlenecks close to starvation, and at time 24 ongoing processes would remain busy while empty processes starved continuously. 2. Practical worst case (PWC) is defined as a production system operating under capacity but remaining economically viable, helping establish performance limits to prevent worse outcomes with high costs or disruptions. 3. A case study of a hal capacity process found the actual throughput was 63% of capacity, work-in-process was 12.3 times the critical level, and cycle time was 24.1 times the raw process time. Calculations determined the actual system performed worse than the defined

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    © All Rights Reserved
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    1.

    Observation on Penny Fab Simulation


    • At time =20 and 22, jobs at station 2 will enter the bottleneck right before
    starvation.
    • At time 24, all on-going processes will just stay busy, while other empty
    processes will starve continuously.

    2. Define Practical Worse Case


    • PWC is when a production system underperforms, producing products (lower
    than ideal throughput or higher than ideal cycle time), but it remains
    economically viable. These scenarios help establish an upper limit for a
    production system's performance, preventing it from reaching a worst-case
    scenario with excessive costs or disruptions.

    3. Hal Capacity Case Study

    Critical WIP: rbT0 = 114 x 33.9 = 3,869

    Actual Values:

    • CT = 34 days = 663 hours (19.5 hrs/day)


    • WIP = 47,600 panels
    • TH = 71.8 panels/hour

    Conclusions:

    • TH is 63% of the capacity


    • WIP 12.3 higher compare to critical WIP
    • CT is 24.1 time raw process time

    TH Resulting from PWC with WIP = 47,600?


    47,600 Higher compare the throughput
    𝑇𝐻 = (114) = 𝟏𝟎𝟓. 𝟒
    47,600 + 3,869 − 1
    WIP required for PWC to attain TH = 0.63rb
    𝑤
    𝑇𝐻 =
    𝑤 + 𝑊0 − 1

    0.63 LOWER compare the actual WIP.


    𝑤 = 0.37 (𝑊0 − 1) = 1.702. . (3,868) = 6,586

    Actual system performs worse than the PWC

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