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Chapter 6 – Manufacturing Processes
CHAPTER 6
MANUFACTURING PROCESSES
Discussion Questions
1. What is meant by a process? Describe its important features.
A process means a set of tasks that transform input into useful outputs. The important features
of process are (a) tasks, (b) flow (of material and information), and (c) storage (of material and
information).
2. What is a customer order decoupling point? Why is it important?
Essentially it is where inventory is stored awaiting demand from the customer. It is important
because it affects the lead time to fulfill the customer’s order and the amount of inventory
investment necessary.
3. What’s the relationship between the design of a manufacturing process and the firm’s strategic
competitive dimensions (Chapter 2)?
There is a natural relationship between the location of the customer order decoupling point, the
level of customization the manufacturer provides its customers, and delivery speed of the
product to the customer. At one end of the spectrum we have make-to-stock processes which
produce in anticipation of demand, allowing inventory to be stored close to the customer for
often instantaneous delivery. However, there is virtually no customization available in make-to-
stock products. On the other end of the spectrum are engineer-to-order processes, where the
product is designed from the start to exactly satisfy the customer’s unique needs. Customization
is maximized in an engineered-to-order product, but lead time is quite extensive.
4. What is meant by manufacturing process flow?
In a manufacturing process, material and information must move throughout the facility
between manufacturing points and storage locations. The path that both material and
information take as they move through the facility defines the process flow.
06-1
5. Why is it that reducing moves, delays, and storages in a manufacturing process is a good thing?
Can they be completed eliminated?
While unavoidable to some extent, all three of these add time to the process while adding no
value to the product. Reduction of these will reduce the time it takes to manufacture a product
and thereby improve the process’ flow.
6. What does the product-process matrix tell us? How should the kitchen of a Chinese restaurant
be structured?
The Chinese restaurant case might be debatable since it involves both high volume and high
variety. Probably a work cell would be best.
7. It has been noted that during World War II Germany made a critical mistake by having its
formidable Tiger tanks produced by locomotive manufacturers, while American car
manufacturers produced the less formidable U.S. Sherman tank. Use the product-process
matrix to explain that mistake and its likely result.
The locomotive manufacturers likely used project technology and processes. This is low volume,
high cost production. On the other hand, mass-producing automakers had the technology to
make high volume at low per unit cost.
8. “How does the production volume affect the selection of a process and profitability?”
A break-even analysis takes into account the production volume and the relevant cost of
producing the volume by the available alternative processes. It calculates the relative profit or
loss of the alternative processes, thus helping to decide which alternative to choose for a certain
volume of production.
9. What is the objective of assembly-line balancing? How would you deal with the situation
where one worker, although trying hard, is 20 percent slower than the other 10 people on the
line?
The objective of assembly line balancing is to assign all tasks needed to make an assembled
item to the different workstations on an assembly line in a feasible manner considering
precedence relationships between all of the tasks. Criteria for comparing alternative solutions
would include minimizing the number of workstations needed to meet a specified cycle time, or
minimizing the resultant cycle time given a fixed number of workstations.
In the case of the relatively slow worker, there are several possible responses that might be
appropriate given the situation. Additional training might help the employee perform faster.
The employee could also be assigned to the workstation with the minimum total task time,
although one could argue that this approach is simply hiding a problem employee. If the
workstations have multiple workers assigned, the slow worker could be paired with the fastest
workers on the line, which would have the dual benefit of balancing out the workstation speed
and helping the slow worker learn how to be more efficient. As a last resort, the employee
could be reassigned or fired.
06-2
Objective Questions
1. What is the first of the three simple steps in the high-level view of manufacturing?
Sourcing the parts we need.
2. The customer order decoupling point determines the position of what in the supply chain?
Inventory
3. Dell Computers’ primary consumer business takes orders from customers for specific configurations
of desktop and laptop computers. Customers must select from a certain model line of computer,
and choose from available parts, but within those constraints may customize the computer as they
desire. Once the order is received, Dell assembles the computer as ordered and delivers it to the
customer. What type of manufacturing process is described here?
Assemble-to-order
4. What term is used to mean manufacturing designed to achieve high customer satisfaction with
minimum levels of inventory investment?
Lean manufacturing
5. You are in a line at the bank drive-through and 10 cars are in front of you. You estimate that the
clerk is taking about five minutes per car to serve. How long do you expect to wait in line?
Wait Time = 10 cars * 5 minutes each = 50 Minutes
6. A firm has redesigned its production process so that it now takes 10 hours for a unit to be made.
Using the old process, it took 15 hours to make a unit. If the process makes one unit each hour on
average and each unit is worth $1,500, what is the reduction in work-in-process value?
Using Little’s Law we know that Inventory = Throughput * Flowtime

Before change: Inventory = 1 per hour * 15 hours = 15 * $1500 = $22,500
After change: Inventory = 1 per hour * 10 hours = 10 * $1500 = $15,000
Reduction in WIP = $22,500 - $15,000 = $7,500
7. The Avis Company is a car rental company and is located three miles from the Los Angeles airport
(LAX). Avis is dispatching a bus from its offices to the airport every 2 minutes. The average traveling
time (a round trip) is 20 minutes.
a. How many Avis buses are traveling to and from the airport?
The throughput rate is 30 buses per hour. The throughput time is 20/60 =1/3 hours.
Inventory = Throughput * Flowtime = 30 * 1/3 = 10 buses are traveling to and from the airport at
any one time.
06-3
b. The branch manager wants to improve the service and suggests dispatching buses every 0.5
minutes. She argues that this will reduce the average traveling time from the airport to Avis’s
offices to 2.5 minutes. Is she correct? If your answer is negative, then what will the average
traveling time be?
This reduces the average waiting time, but has no effect on the average traveling time. The
average traveling time does not change and will remain 20 min. This would however result in 40
buses being in transit between the airport and the office at any given time. Does Avis have that
many buses?
8. Safety regulations require that the time between airplane takeoffs (on the same runway) will be at
least 3 minutes. When taking off, the run time of an airplane on the runway is 45 seconds. Planes
are on average waiting 4 minutes and 15 seconds for take-off. On average there are 15 planes taking
off per hour. How many planes are either on the runway or waiting to take off?
TR = 15 planes per hour. TT = (0.75 +4.25)/60 = 1/12 of an hour.
WIP = TT * TR = 15 * 1/12 = 1.25 airplanes in line or taking off.
9. In Children’s Hospital in Seattle there are on average 60 births per week. Mothers and babies stay,
on average, two days before they leave the hospital. In Swedish hospital (also in Seattle), the
average number of births per week is 210. Mothers and children stay in the hospital two days on
average.
a. How many new mothers are staying in Children’s Hospital?

TR = 60 per week, TT = 2/7 weeks.
WIP = TT *TR = 60*2/7 = 120/7 = 17.1
On average there are 17.1 new mothers in the Children’s Hospital.
b. How many new mothers are staying in Swedish Hospital?

WIP = TT * TR = 210*2/7 = 60.
On average there are 60 new mothers in Swedish Hospital.
c. The directors of the two hospitals are negotiating unifying the children wards of the two
hospitals. They believe that by doing so they will be able to reduce the number of new mothers
staying in the hospital. Are they correct? How many new mothers will stay, on average, in the
unified ward?
You may assume that the average number of births and the lengths of stay of the new mothers
will not change.
WIP = TT * TR = 270*2/7 = 540/7 = 77.1
On average there will be 77.1 new mothers in the unified hospital. No, it will not decrease the
total number of mothers in the hospital.
06-4
10. A call center employs 1,000 agents. Every month 50 employees leave the company and 50 new
employees are hired.
a. How long on average does an agent work for this call center?
Throughput Rate = 50 people/month. WIP = 1000 people.
Average working time = Throughput Time = WIP/TR = 1000/50 = 20 months.
Suppose the cost of hiring and training a new agent is $1,000. The manager of this call center
believes that increasing agents’ salaries would keep them working longer at the company. The
manager wants to increase the average time that an agent works for the call center to 24 months, or
two years.
b. If an agent works for the call center for 24 months on average, how much can the company
save on hiring and training costs over a year? Hint: first determine the current annual cost for
hiring and training, then determine the new annual cost for hiring and training.
Current annual cost for hiring and training:
Throughput Rate = 50 people/month = 600 people/year
Annual hiring and training cost is 600*1000=$600,000
New annual cost for hiring and training:
Average working time = Throughput Time = 24 months = 2 years
Throughput Rate = WIP/TT = 1000 people/ 2 years = 500 people/ year
Annual hiring and training cost is 500*1000=$500,000.
Annual saving on hiring and training cost is $100,000
11. Money Laundry has 10 washers and 15 dryers. All orders are first sent to wash and then to dry. It
takes on average 30 minutes to wash one order and 40 minutes to dry.
a. What is the capacity of the washing stage?
10 * 60/30 = 20 orders / hour
b. What is the capacity of the drying stage?

15 * 60/40 = 22.5 orders/ hour
c. Identify the bottleneck(s). Briefly explain.
Washers. That stage has the lowest processing rate.
d. What is the capacity of Money laundry? Briefly explain.
20 orders/hour. The bottleneck limits the output of the entire system.
e. If Money laundry would like to increase the capacity by buying one more machine, should they
buy a washer or a dryer? Why?
Washer as that is the bottleneck.
The manager, Mr. Money, decided not to buy a machine. He still has 10 washers and 15 dryers. The
manager estimates that on average Money Laundry receives 8 orders every hour. The manager also
finds that on average there are 5 orders in the washing stage and 7 orders in the drying stage.
f. What is the utilization of washers, on average?
06-5
8 orders/hour / 20 orders/hour = 40%

g. What is the utilization of dryers, on average?
8 orders/hour / 22.5 orders/hour = 35.56%
h. On average, how long does it take an order to finish washing process, from the time the order
is received?
WIP = 5, TR = 8 orders/hour. TT = WIP / TR = 5/8 = 0.625 hour or 37.5 minutes.
i. On average, how long does it take an order to finish drying process, from the time the order
finishes the washing process?
WIP = 7, TR = 8 order/hour. TT = WIP / TR = 7/8 = 0.875 hour or 52.5 minutes.
j. On average, how long does an order stay in Money laundry?
0.625+0.875 = 1.5 hour.
Double check: WIP = 5+7=12, TR = 8 order/hour. TT = 12/8 = 1.5 hour.
12. How would you characterize the most important difference for the following issues when comparing
a workcenter (job shop) and an assembly line?
Workcenter Assembly
Issue (Job Shop) Line
Number of setups (job
Many Few
changeovers)
Labor content of product High Low
Flexibility High Low
13. The product–process matrix is a convenient way of characterizing the relationship between product
volumes (one-of-a-kind to continuous) and the processing system employed by a firm at a particular
location. In the boxes presented below, describe the nature of the intersection between the type of
shop (column) and process dimension (row).
Workcenter Assembly Line

Engineering Emphasis Product variety and improvements Process improvements
General Workforce Skill Skilled workforce Lower skill levels
Facility Layout Process, functional Product, line, flow
WIP Inventory Level Depends on the product Lower
06-6
14. For each of the following variables, explain the differences (in general) as one moves from a
workcenter to an assembly line environment.
a. Throughput time (time to convert raw material into product).
Throughput time decreases as you move from a work center to assembly line environment.
This is due to a reduction in non-value-added movement time plus time waiting in queue in a
workcenter setup.
b. Capital/labor intensity.
Capital intensity increases as you move to an assembly line (need for more machinery).
Labor intensity (assuming you mean # of workers) would probably increase as well (depends
on the level of automation). Ratio would increase in an assembly line because capital
requirements are so much greater.
c. Bottlenecks.
Would probably decrease in an assembly line.
15. An assembly line is to operate eight hours per day with a desired output of 240 units per day. The
following table contains information on this product’s task times and precedence relationships:
a. Draw the precedence diagram.
B
E
80
90
A G H
C
60 30 60
20
F
D 30
50
06-7
b. What is the workstation cycle time required to produce 240 units per day?
C = production time per day/required output per day = (8 hour/day)(3600 seconds/hour)/240

units per day = 120 seconds per unit
c. Balance this line using the longest task time.
Work station Task Task time Idle time

A 60
I
D 50 10
B 80
II
C 20 20
E 90
III
F 30 0
G 30
IV
H 60 30
d. What is the efficiency of your line balance, assuming it is running at the cycle time from part
(b)?
T 420
Efficiency = = = .875 or 87.5%
NaC 4(120)
16. The desired daily output for an assembly line is 360 units. This assembly line will operate 450
minutes per day. The following table contains information on this product’s task times and
precedence relationships:
06-8
B D
35 35
H
A
25
30 E
15
G
C 40
30
F
65
C = production time per day/required output per day = (450 minutes/day)/360units per day
= 1.25 minutes per unit or 75 seconds per unit
c. Balance this line using the largest number of following tasks. Use the longest task time as a
secondary criterion.
A 30
I C 30
E 15 0
II F 65 10
B 35
III
G 40 0
D 35
IV
H 25 15
d. What is the efficiency of your line balance, assuming it is running at the cycle time from part
(b)?
T 275
NaC 4(75)
06-9
17. Some tasks and the order in which they must be performed according to their assembly
requirements are shown in the following table. These are to be combined into workstations to
create an assembly line. The assembly line operates 71⁄2 hours per day. The output requirement is
1,000 units per day.
a. What is the workstation cycle time required to produce 1,000 units per day?
C = production time per day/required output per day = (7.5 hour per day) (3600 seconds per
hour)/1000units per day = 27 seconds per unit
b. Balance the line using the longest task time based on the 1,000-unit forecast, stating which tasks
would be done in each workstation.
D H
12 9
K
B
15
24
E I
A 18 14 L
15 10
C
7 J
7
6
G
11
06-10

15
A
I 6 6
C
II B 24 3
E 18
III 2
F 7
I 14
IV 1
D 12
G 11
V H 9
J 7 0
K 15
VI
L 10 2
c. For (b), what is the efficiency of your line balance, assuming it is running at the cycle time
from part (a)?
T 148
NaC 6(27)
d. After production was started, Marketing realized that it understated demand and must
increase output to 1,100 units. What action would you take? Be specific and quantitative in
your answer.
Reduce cycle time to 25 ((7.5*3600)/1100 = 24.54 seconds), which requires rebalancing the
line or work overtime: (100 units) 27 seconds per unit = 2700 seconds or 45 minutes of
overtime.
18. An assembly line is to be designed to operate 71⁄2 hours per day and supply a steady demand of
300 units per day. Here are the tasks and their performance times:
06-11
a d g j
70 10 60 25
b e h l
40 30 50 25
k
20
c f i
45 20 15
C = production time per day/required output per day = (7.5 hour per day) (3600 seconds per
hour)/300 units per day = 90 seconds per unit
c. What is the theoretical minimum number of workstations?
T 410
Ni   = 4.56  5 work stations
C 90
d. Assign tasks to workstations using the longest operating time.
Workstation Task Task time Idle time
a 70
I
d 10 10
g 60
II
j 25 5
c 45
III
b 40 5
e 30
IV
h 50 10
f 20
i 15
V
k 20
l 25 10
06-12
e. What is the efficiency of your line balance, assuming it is running at the cycle time from part
(b)?
T 410
NaC 5(90)
f. Suppose demand increases by 10 percent. How would you react to this? Assume that you
can operate only 71⁄2 hours per day.
Reduce cycle time, say, to 81 seconds per unit. This produces (7.5 hours)(3600 seconds per
hour)/81 seconds per unit = 333.3 units. Another option is to work 45 minutes overtime (7.5
x 10% = .75 hour or 45 minutes). There are many other options possible that are
combinations of these two options.
19. The following tasks are to be performed on an assembly line:
The workday is seven hours long. Demand for completed product is 750 per day.
a. Find the cycle time required to produce 750 units per day.
C = production time per day/required output per day = (7 hour per day) (3600 seconds per
hour)/750 units per day = 33.6 seconds per unit
b. What is the theoretical number of workstations?
T 118
Ni   = 3.51  4 work stations
C 33.6
06-13
c. Draw the precedence diagram.
C E
20 15
A B G H
20 7 16 8
D F
22 10
d. Balance the line using sequential restrictions and the longest-operating-time rule.
A 20
I
B 7 6.6
D 22
II
F 10 1.6
III C 20 13.6
E 15
IV
G 16 2.6
V H 8 25.6
e. What is the efficiency of the line balanced as in part (d ), assuming it is running at the cycle time
from part (a)?
T 118
NaC 5(33.6)
f. Suppose that demand rose from 750 to 800 units per day. What would you do? Show any
amounts or calculations.
Reduce cycle time to 32. New production level is (7 hours/day)(3600 seconds per hour)/32
seconds per unit) = 787.5 units per day. Therefore, they are 800 – 787.5 = 12.5 units short. Work
(12.5 units)*(32 seconds per unit) = 400 seconds or 6.67 minutes overtime.
g. Suppose that demand rose from 750 to 1,000 units per day. What would you do? Show any
amounts or calculations.
1000 – 787.5 = 212.5 units short, work (212.5 units)*(32 seconds per unit) = 6800 seconds or
113.3 minutes or 1.89 hours of overtime. We may want to consider rebalancing the line.
06-14
20. The Sun River beverage company is a regional producer of teas, exotic juices, and energy drinks.
With an interest in healthier lifestyles, there has been an increase in demand for its sugar-free
formulation.
The final packing operation requires 13 tasks. Sun River bottles its sugar-free product 5 hours a
day, 5 days a week. Each week, there is a demand for 3,000 bottles of this product each week. Using
the data below, solve the assembly-line balancing problem and calculate the efficiency of your
solution, assuming the line runs at the cycle time required to meet demand. Use the longest task
time for your decision criteria. Use the largest number of following tasks as a secondary criterion.
3
0.1
2 4 6 11
0.1 0.2 0.2 0.2
1 12 13
5 0.2 0.1
0.1
0.1
7 8 9 10
0.1 0.15 0.3 0.05
5 hours x 5 days x 60 min / hr

C  0.5 min / unit
3000 units / day
1.9 min
Nt   3.8 ... round to 4
0.5 min
06-15
The solution is:
Station Tasks
1 1, 2, 7,4
2 8, 9, 10
3 3, 5, 6
4 11, 12, 13
1.9
Efficiency   95%
4 x 0.5
21. Consider the following tasks, times, and predecessors for an assembly of set-top cable converter
boxes:
Given a cycle time of four minutes, develop two alternative layouts. Use the longest task time rule
and the largest number of following tasks as a secondary criterion. What is the efficiency of your
layouts, assuming the 4-minute cycle time?
C
2
B E
1 3
D
A
1 I
1
1
F G H
1 1 2
06-16
Sum of task times = 13, Cycle time = 4 minutes
There are two solutions:
Station Solution 1 Solution 2

1 A, B, C A, B, C
2 F, D, G F, G, H
3 E D, E
4 H, I I
06-17
22. Francis Johnson’s plant needs to design an efficient assembly line to make a new product. The
assembly line needs to produce 15 units per hour, and there is room for only four workstations. The
tasks and the order in which they must be performed are shown in the following table. Tasks cannot
be split, and it would be too expensive to duplicate any task.
A
D
1
1
B
F
2
2
C E G
3 3 3
b. What is the workstation cycle time required to produce 15 units per hour?
(60 minutes/hr)/(15 units/hr) = 4 minutes per unit. C = 4.
06-18
c. Balance the line so that only four workstations are required. Use whatever method you feel is
appropriate.

A 1
I
C 3 0
II E 3 1
B 2
III
F 2 0
D 1
IV
G 3 0
d. What is the efficiency of your line balance, assuming the cycle time from part (b)?
T 15
Efficiency    .9375 or 93.75%
NaC 44 
06-19
ANALYTICS EXERCISE: Designing a Manufacturing Process
1. What is the daily capacity of the assembly line designed by the engineers?
The line operates for 7.5 hours per day. Workstation 9 is the bottleneck in the initial line balance, limiting the
cycle time to 2 minutes, so output is limited to 30 units/ hours * 7.5 hours = 225 units per day.
2. When the assembly line designed by the engineers is running at maximum capacity, what is the efficiency of
the line relative to its use of labor? Assume that the “supporter” is not included in efficiency calculations.
For this efficiency calculation, only consider the tasks that are performed at workstations using labor, not the
310 seconds for the software load. Therefore the sum of the task times for this calculation is 583 seconds.
T 583
Efficiency    .8097 or 80.97%
NaC 6120 
3. How should the line be redesigned to operate at the initial 250 units per day target, assuming that no
overtime will be used? What is the efficiency of your new design?
Without using overtime, the cycle time will have to be reduced. The maximum cycle time that will meet
this production rate is:
Production Time per Day (seconds) 7.5 * 60 * 60

C   108 seconds/un it
Required Output per Day 250
All current stations are under that cycle time except for station 6 (position 9). Because of the precedence
relationships for tasks 16 and 17, they must be split across two stations to meet the new cycle time. A
simple way to meet this cycle time is to just put task 17 into position 10 and add an additional worker. The
efficiency of this solution is:
T 583
Efficiency    .7712 or 77.12%
NaC 7108
4. What about running the line at 300 units per day? If overtime were used with the engineer’s initial design,
how much time would need to be run each day?
With the original design, output is 30 units per hour. To reach output of 300 units would require 2.5 hours
of overtime per day.
5. Design a new assembly line that can produce 300 units per day without using overtime.
The cycle time to meet this production rate without overtime is:
Production Time per Day (seconds) 7.5 * 60 * 60

C   90 seconds/unit
Required Output per Day 300
06-20
1 (75) 2 (61) 5 (22)
6 (39)
3 (24) 4 (36)
7 (32) 12 (7) 13 (5) 14(11) 15 (310) 16 (60) 17 (60)
8 (44) 11 (52)
9 (29) 10 (26)
This may be possible with a redesigned line, but we might not have enough line positions to accommodate the
new design. The following is a design that was constructed using the “longest task” priority run. This is
actually a pretty good design and it would be possible to make 300 units per day. The labor efficiency of this
line is 583/(8(90)) = .809 or 81%. [Since stations 7-9 are not staffed, they are not included in the efficiency
calculation.]
Labor Station idle

Station Task Task time
Idle time time
1 1 75 15 15
2 61
2 5 5
3 24
4 36
3 10 10
8 44
6 39
4 15 15
7 32
9 29
5 5 22 13 15
10 26
11 52
12 7
6 13 5 15 0
14 11
15 15
7 15 90 0 0
8 15 90 0 0
9 15 90 0 0
15 25
10 30 5
16 60
11 17 60 30 30
06-21
6. What other issues might Toshihiro consider when bringing the new assembly line up to speed?
The total costs of the various options should be considered. For example, is it less expensive to work
overtime to meet increased demand or to add another workstation requiring another full-time worker?
Also, the quality of demand forecasts should be assessed. Redesigning the line to achieve higher output
will be expensive, and should not be done unless there is strong confidence in demand forecasts. Finally,
the cost of redesigning the line once it is operational and resultant downtime should be considered. A
thorough analysis of demand and line design options should be performed to minimize the risk of having
to redesign the line once operational in the near future. Perhaps the best option would be the balance
from part 3, allowing maximum production of about 273 per day with no overtime, and the ability to reach
300 units per day with less than one hour overtime per day.
06-22
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No. 6. SIRLOIN OR RUMP OF BEEF.
As the very tender part of this favourite joint, which lies under the
bone, and is called the fillet, is preferred by many eaters, the beef
should be raised, and some slices be taken from it in the direction a
b, before the carver proceeds further. The slices should be cut quite
across the joint, from side to side, as indicated by the line from c to
d, in which direction the whole of the meat is occasionally carved,
though it is much more usual to slice the upper part from e to f.
When the brown outside has been taken off this, it should be evenly
carved in thin slices, and served with some of the gravy in the dish,
and accompanied with horseradish very lightly and finely scraped,
with tufts of which the beef is commonly garnished.
RIBS OF BEEF.
Are carved in the same manner as the sirloin; but there is no fillet
attached to them.
A ROUND OF BEEF.
To carve this well, a very sharp-edged and thin-bladed knife is

requisite. A thick slice should first be taken entirely off the top of the
joint, leaving it very smooth; it should then be cut as thin and as
evenly as possible, and delicate slices of the fat or udder should be
served with the lean.
A BRISKET OF BEEF
Is carved in slices quite across the bones.

No. 7. LEG OF MUTTON.
This, whether roast or boiled, is dished as it lies in the engraving,

unless when fanciful eaters prefer the underside of the joint laid
uppermost, and carved quite across the middle, for the sake of the
finely grained meat which lies beneath the part commonly called the
Pope’s eye. In a general way, the mutton should be sliced, rather
thick than thin as directed by the line between a b; the fat will be
found in the direction c d.
No. 8. QUARTER OF LAMB.
The shoulder must be divided, and raised entirely from the breast
in the direction of the letters a b c d. A slice of butter sprinkled with
cayenne and salt is then usually laid between them, and a little
lemon-juice is added, or a cold Mâitre d’Hôtel sauce is substituted for
these. The shoulder may then be removed into another dish or not,
as is most convenient. The brisket is next separated from the long
bones in the line e f, and carved in the direction g h; the rib-bones
are divided from i i to j j. The choice of the different parts is offered in
serving them.
No. 9. SHOULDER OF MUTTON OR LAMB.
Commence by cutting from the outer edge direct to the bone of the
shoulder in the line a b, and carve as many slices from that part of
the joint as it will afford: then, if more be required, draw the knife on
either side of the ridge of the blade-bone in the direction c c d d. The
fat must be carved in the line e f. Some eaters have a preference for
the juicy, but not very finely-grained flesh on the underside of the
shoulder, which must be turned, for it to be carved. For the mode of
boning a shoulder of mutton or veal, and giving it a more agreeable
appearance, see 219.
No. 10. A SUCKING PIG.
Every part of a sucking pig is good, but some persons consider the
flesh of the neck which lies between the shoulders, and the ribs as
the most delicate portion of it. The shoulders themselves are
preferred by others. They should be taken off, and the legs also, by
passing the knife under them at the letters a b c. The ribs may then
be easily divided from e to d. The flesh only of the larger joints
should be served to ladies; but gentlemen often prefer it sent to them
on the bones.
A FILLET OF VEAL.
There is no difference between the mode of carving this and a

round of beef; but the brown outside slice of the veal is much liked
by many eaters, and a portion of it should be served to them when it
is known to be so. The forcemeat must be reached by cutting deeply
into the flap, and a slice of it served always with the veal.
A LOIN OF VEAL.
This may be carved at choice quite across through the thick part of
the flesh, or in slices taken in the direction of the bones. A slice of
the kidney, and of the fat which surrounds it, should accompany the
veal.
No. 11. A BREAST OF VEAL.
The brisket or gristles[6] of this joint must first be entirely

separated from the rib-bones by pressing the knife quite through it in
the line between a and b; this part may then be divided as shown by
the letters c c c d d d, and the long bones or ribs may easily be
separated in the direction e f. The taste of those who are served
should be consulted as to the part of the joint which is preferred. The
sweetbread is commonly sent to table with a roast breast of veal,
and laid upon it: a portion of it should be served with every plate of
the breast.
6. The tendons are literally the small white gristles themselves, which are found
under the flesh in this part of the joint. When freed from the bone attached to
them, they may be dressed in a variety of ways, and are extremely good: but
they require from four to six hours’ stewing to render them perfectly tender,
even when each tendon is divided into three or four slices. The upper flesh
must be laid back from the tendons before they are taken from the breast,
not left adhering to them. They are very good simply stewed in white gravy,
and served with green peas, à la Française, in the centre. The breast entirely
boned, forced, and rolled, makes a handsome dish, either roasted or stewed.
No. 12. A TONGUE.
This is sliced, not very thin, through the thickest and best part,
shown by the letters a b. The fat of the root, when it is liked, must be
carved by turning the tongue, and cutting in the direction c d.
No. 13. A CALF’S HEAD.
An entire calf’s head, served in its

natural form, recalls too forcibly the
appearance of the living animal to
which it has belonged not to be very
uninviting. Even when the half of one
only is sent to table, something of the
same aspect remains, and as it is in every way improved, and
rendered most easy to carve when boned[7] and rolled, we would
recommend its being so prepared whenever it can be done without
difficulty. Our engraving does not give a very flattering representation
of it in that form, but having been dressed with the skin on, it was not
quite so easily brought into handsome shape as if it had been freed
from it; yet we would nevertheless advise its being generally
retained. When the head is served without being boned, it is carved
across the cheek, in the line from a to b; the part which in flavour and
appearance resembles a sweetbread, and which is regarded as a
delicacy, lies in the direction indicated by the letters c d. The flesh of
the eye is another favourite morsel, which must be detached from
the head by passing the point of the carving knife deeply round the
eye-hole, in the circle marked e e.
7. This will be more easily accomplished by an experienced cook after the head
has been boiled for half an hour and then allowed to cool; but it should not be
left until cold before it is altogether prepared for dressing. After the bones are
removed, it should be laid on a clean cloth, and the inside sprinkled over or
rubbed with a little salt, mace, and cayenne, well mixed together; the tongue
may be laid upon, and rolled up in it. It must be secured, first with a skewer,
and then bound tightly round with tape. It should be boiled or stewed
extremely tender; and is excellent when just covered with good stock, and
simmered for two hours, or when strong broth is substituted for this, and the
bones are added to it. The head may be glazed, and served with rich brown
gravy, or with the ordinary sauces if preferred; and it may be eaten cold, with
Oxford brawn sauce, which is compounded of brown sugar, vinegar,
mustard, and salt, mixed to the taste, with the addition of oil when it is liked.
No. 14. A HAM.
Strict economists sometimes commence the carving of a ham at

the knuckle, and so gradually reach the choicer portion of it; but this
method is not at all to be recommended. It should be cut at once
through the thick part of the flesh, quite down to the bone, in the line
a b, and sliced very thin and evenly, without separating the fat from
the lean. The decoration of the ham No. 14, is formed by leaving on
it a portion of the rind at the knuckle in a semi-circle, and then
trimming it into scollops or points at pleasure; and the ornamental
part of the top is formed from the fat which is pared away from the
thick end and the edges. A paper ruffle, as will be seen, is wrapped
round the bone of the knuckle.
No. 15. A PHEASANT.
This bird was formerly always sent to table with the head on, but it
was a barbarous custom, which has been partially abandoned of late
in the best houses, and which it is hoped may soon be altogether
superseded by one of better taste. The breast is by far the finest part
of a pheasant, and it is carved in slices from pinion to pinion, in the
lines a a b b; the legs may then be taken off, in the direction c d. The
bird, when it is preferred so, may be entirely dismembered by the
directions for a fowl, No. 16. Black and moor-game are trussed and
served like pheasants. The breasts of both are very fine eating, and
the thigh of the black-cock is highly esteemed.
No. 16. A BOILED FOWL.
The boiled fowl of plate 6 is represented as garnished with

branches of parsley, which is an error, as they would be appropriate
to it only if it were cold, and it is seldom served so, being considered
insipid. Small tufts of cauliflower would have been in better keeping
with it, as the bird is supposed to be dished for the dinner-table.
Unless it be for large family parties, fowls are seldom carved there
entirely into joints; but when it is wished to divide them so, the fork
should be fixed firmly in the centre of the breast, and the leg, being
first disengaged from the skin, may be taken off with the wing in the
line a b; or, the wing being previously removed, by carving it down
the line to b, and there separating it from the neck-bone, the leg may
be released from the skin, and easily taken off, by cutting round it
from a to c, and then turning it with the fork, back from the body,
when the joint will readily be perceived.
After the leg and wing on the other side have
been taken off in the same manner, the
merrythought must follow. To remove this, the
knife must be drawn through the flesh in the line
d e, and then turned towards the neck quite
under the merrythought, which it will so lift from
the breast, in this form:—The neck-bones—which
lie close under the upper part of the wings, and
are shaped thus—must next be disengaged from
the fowl, by putting the knife in at the top of the
joint, dividing the long part of the bone from the flesh, and breaking
the short one off by raising it up, and turning it from the body; the
breast, which is shown here, may then be divided from it by merely
cutting through the tender ribs on either side.
It is seldom that further disjointing than this is required at table; but
when it is necessary to cut up the entire fowl, the remainder of it
must be laid with the back uppermost, and to take off the side-bones,
which are of this shape—the point of the knife must be pressed
through the back-bone, near the top, about half an inch from the
centre, and brought down towards the end
of the back, quite through the bone, then
turned in the opposite direction, when the
joints will separate without difficulty. All
which then remains to be done is, to lay the
edge of the knife across the middle of the
only two undivided bones, and then with the
fork to raise the small end of the fowl, which
will part them immediately: to carve a boiled
fowl or chicken in a more modern manner, see the directions which
follow. The breast, wings, and merrythought, are the most delicate
parts of a fowl. On the upper part of the sidebone is the small round
portion of flesh called the oyster, by many persons considered as a
great delicacy.
No. 17. A ROAST FOWL.
It is not usual to carve fowls entirely at table in the manner

described above. The wings, and any other joints are taken off only
as they are required. The breast of a very large fowl may be carved
in slices like that of a turkey; or the whole of that of a small one may
be taken off with the wings, as shown by the line a b. As the liver is a
delicacy, the handsomer mode of serving these last is to remove the
gizzard, which is seldom eaten, then to divide the liver, and to send
an equal portion of it with each wing. The whole of a roast fowl may
be carved by the directions we have already given for No. 16.
No. 18. A PARTRIDGE.
When partridges are served to ladies only, or in

parties where they are present, it is now
customary to take off the heads, to truss the legs
short, and to make them appear (in poulterer’s
phrase) all breast. For gentlemen’s dinners, the
heads may be left on or not at choice. The most ready mode of
carving a partridge is to press back the legs, then to fix the fork firmly
in the inside of the back, and by passing the blade of the knife flat
under the lower part of the breast, to raise it, with the wings, entire
from the body, from which it easily separates. The breast may then
be divided in the middle, as shown by the line from a to b in the
engraving here. This is by far the best and handsomest manner of
carving a partridge, but when the supply of game at table is small,
and it is necessary to serve three persons from the choicer parts of
one bird, a not very large wing should be taken off with the leg on
either side, in the line from a to b in No. 13, and sufficient of the
breast will still remain to send to a third eater. The high game-flavour
of the back of a partridge, as well as that of various other birds,[8] is
greatly relished by many persons.
8. A great man o the north eloquently describes that of a grouse as “the most
pungent, palate-piercing, wild bitter-sweet.”
No. 19. A WOODCOCK.
The thigh and back are the most esteemed

parts of a woodcock which, being a small bird,
may be carved entirely through the centre of the
breast and back, or distributed in the same
manner as the partridge for three, which we have
described; or even carved down like a fowl, if needful. In whatever
way it is divided, however, a portion of the toast which has received
the trail, and on which it should always be sent to table, must
invariably be served to all who partake of it. The very old fashion of
trussing the bird with its own bill, by running it through the thighs and
body, is again adopted by very good cooks of the present day; but
the common method of preparing either woodcocks or snipes for
table is this: the trussing of the legs is, however, better shown at
Nos. 19 and 21 of Plate 6.

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1. What is meant by a process? Describe its important features.

2. What is a customer order decoupling point? Why is it important?

4. What is meant by manufacturing process flow?

Sourcing the parts we need.

Wait Time = 10 cars * 5 minutes each = 50 Minutes

Using Little’s Law we know that Inventory = Throughput * Flowtime

a. How many new mothers are staying in Children’s Hospital?

b. How many new mothers are staying in Swedish Hospital?

b. What is the capacity of the drying stage?

f. What is the utilization of washers, on average?

8 orders/hour / 20 orders/hour = 40%

Workcenter Assembly Line

a. Draw the precedence diagram.

C = production time per day/required output per day = (8 hour/day)(3600 seconds/hour)/240

c. Balance this line using the longest task time.

Work station Task Task time Idle time

a. Draw the precedence diagram.

Work station Task Task time Idle time

Work station Task Task time Idle time

a. Draw the precedence diagram.

c. What is the theoretical minimum number of workstations?

d. Assign tasks to workstations using the longest operating time.

Workstation Task Task time Idle time

19. The following tasks are to be performed on an assembly line:

c. Draw the precedence diagram.

Workstation Task Task time Idle time

5 hours x 5 days x 60 min / hr

The solution is:

Sum of task times = 13, Cycle time = 4 minutes

There are two solutions:

Station Solution 1 Solution 2

a. Draw the precedence diagram.

(60 minutes/hr)/(15 units/hr) = 4 minutes per unit. C = 4.

Workstation Task Task time Idle time

ANALYTICS EXERCISE: Designing a Manufacturing Process

Production Time per Day (seconds) 7.5 * 60 * 60

Production Time per Day (seconds) 7.5 * 60 * 60

1 (75) 2 (61) 5 (22)

7 (32) 12 (7) 13 (5) 14(11) 15 (310) 16 (60) 17 (60)

Labor Station idle

To carve this well, a very sharp-edged and thin-bladed knife is

Is carved in slices quite across the bones.

This, whether roast or boiled, is dished as it lies in the engraving,

There is no difference between the mode of carving this and a

The brisket or gristles[6] of this joint must first be entirely

An entire calf’s head, served in its

Strict economists sometimes commence the carving of a ham at

The boiled fowl of plate 6 is represented as garnished with

It is not usual to carve fowls entirely at table in the manner

When partridges are served to ladies only, or in

The thigh and back are the most esteemed

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