HW#1BUS3750BusProcess Productivity PDF

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This is the homework required for professor means class, I received a 100% on it. In depth responses...

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Logan Simmons 1/11/18 Professor Means BUS 3750: Business Process Productivity Homework #1 Discussion Questions 1. Discussion Question #2: Identify four people who have contributed to the theory and techniques of operations management.  Answer: (1) Eli Whitney, (2) Frederick W. Taylor, (3) Henry Ford, and (4) Walter Stewhart are all examples of people that have contributed to the theory and techniques of operations management, the science behind it. These four men are just a few of the prominent individuals that are responsible for identifying the key elements involved in operations management. They all have paid a part in laying the foundation to further exploit, and focus upon which critical sectors within the field to aid in the studies behind what are the most critical aspects to focus upon in order to achieve the most efficient, productive, and successful operations management. 2. Discussion Question #3: Briefly describe the contributions of the four individuals identified in the preceding question.  Answer: (1) Eli Whitney is most commonly known as the man who invented the cotton gin, which is true, but in the field of operations management he is famous for being one of the first engineers in America to utilize an efficient, interchangeable system for musket guns. He signed a contract with the United States Government for the engineering, production, and sale of 10,000 muskets that he utilized standardization throughout his engineering process to allow the musket guns to have interchangeable parts, which was extremely valuable and helpful to the U.S. Military because the parts of each musket could be interchanged with a different musket in the event that one musket broke and needed a part, you could take it off of another musket and use it with any of the 10,000 muskets Whitney engineered. Even a broken musket still could have 99% of its parts in perfect working condition, therefore allowed to be parted out for other muskets that needed a particular part, because they all were engineered with interchangeable parts. (2) Frederick W. Taylor was a significant figure in the science behind methodology, and how it could be improved to become more efficient, resourceful, and managing in the most vigorous ways to utilize production to it’s full potential. Taylor regarded efficiency principles to be a vital methodology that were scientifically tested through motion and time studies that provided knowledge about the factors that contributed to efficiency, or inefficiency. Taylor was able to see the science that was behind management, and the ways in which management affects production to become extremely efficient, or extremely inefficient. He

believed that it was important to give a person a job that they were best suited for, mentally and physically, and assigning the correct person to the job that will perform it better than he would perform any other job was critical. He also believed that management should ensure that their employees were adequately and properly trained to do the job they were assigned to do, otherwise they would not be productive or work efficiently enough to complete their task. Also, without proper tools and methods in which a person uses to complete a job, then the job cannot be done and management is responsible for providing their employees with proper tools so that they can complete the job, and the methods in which to do so as well. Lastly, Taylor came to the conclusion that management needed to become aware of the proper incentives to provide their employees with to achieve their task, otherwise employees will not value their work to be done properly, efficiently, and to the best of their abilities if they are not provided with an incentive to do so. Why would someone work an 8-hour day for $1/hour if it cost them $9 just to travel to work and back everyday? Incentives provided by management ensure the employees underneath the management will efficiently and productively complete their job in order to receive the incentive provided by management to employees if they are to complete their tasks in the manner in which they agreed to do so. Incentives are not always monetary; they can include insurance, flexible time, overtime pay opportunities, vacation time, holiday time off, company vehicles, phones, and many other incentives that management provides their employees in order to be most productive. (3) Henry Ford’s contribution to operation management occurred in the early 1900’s by implementing the assembly line. Ford and his colleague, Charles Sorensen, were familiar and educated with the meatpacking industry, which utilized quasi-assembly lines, as well as mail-order industries, and the standardized parts that these industries implemented in their companies. By 1913, the two created the concept based on their knowledge of an assembly line that allowed for parts and materials to be carried along a system that enabled workers to stand in one place and complete one task over and over again, that was one piece to a larger puzzle that produced a finished end product by the time the material reached the end of the assembly line. This process of manufacturing allowed semi-finished parts to move from one area of the assembly line workstation to the next, where more parts were then added until final assembly was achieved. This proved to be more efficient than having men and women move from one place to another, and eliminating the labor and responsibilities of employees by allowing them to complete their tasks staying in one place as the materials were brought to them along a conveyor belt. This assembly line utilizing a conveyor belt and stationary employees, with materials moving from one person to the next to be assembled proved to be more efficient, faster, and demanded less physical labor from employees than previous methods of

production work. Lastly, in 1924, a man by the name of (4) Walter Stewhart contributed to operations management by discovering the need for quality control of products. In order to test the quality of a product, management needed to implement quality control testing combined. Stewhart had a background in the field of statistics and used his knowledge to sample random products throughout the assembly process to test the quality of the product. He believed that there was a variable between productivity and quality control, and you cannot substitute quality of a product for it being more productively produced. Stewhart stressed how increasing variation throughout the manufacturing process combined with process-adjustment due to non-conformance would increase production variation and the degradation of overall quality. Stewhart developed and engineered many different total quality management control charts that are used in todays production and manufacturing processes to help ensure total quality management of a product all the way throughout the process from beginning to the end. Statistically testing the quality of products at random helped to show Stewhart the relationship between maintaining quality throughout manufacturing, but still attempting to make the process as efficient and productive as possible, but without sacrificing total end quality for those variables. 3. Discussion Question #8: Name four areas that are significant to improving labor productivity. Answer: The first key area in improving labor productivity is ensuring that basic education is provided appropriately in order to sustain an effective labor force. This includes just simple skills in the fields of study math and reading Without being adequately educated, a labor force is not going to be able to produce enough knowledge and education to efficiently work and adapt throughout jobs to effectively perform. Another significant factor in producing labor productivity is maintaining the labor forces diet in a healthy manner. An unhealthy labor force will not produce efficiently due to health related issues. Some of those issues could be obesity, heart problems, arthritis, a poor immune system causing them to develop colds, flues, and other sicknesses easier than what a healthy labor force could. The diet of our labor force directly correlates to whether or not they are productive or not, and the poorer the diet a labor forces has leads to less productivity and overall inefficiency due to the incapability to perform a job productively every day for a sustained period of time. A labor force that adopts a poor diet, is inevitably going to have direct, and indirect consequences of their level of productivity in one way or another, while a healthy labor force that maintains their health from implementing a healthy diet into their life is going to face less health issues, obesity, and will refrain from becoming sick as easily as what a labor force with a poor diet will. Another variable in labor productivity is improved social overhead; including access to transportation, healthy and sanitized infrastructure,

housing, access to clean drinking water, and other variables that directly affect an individual, or entire labor forces’, ability to be productive. Ensuring that management provides adequate training within the companies departments to utilize teamwork skills to help solve everyday problems and long-term projects. Management increasing labor productivity throughout motivation is a key element to retain and increase the employee morale and overall productivity individually, and as an entire entity.

Problems 1 .Problem 1.1: Chuc kSo xma ke swo o de nbo x e si nwhi c ht os hi pmo t o r c y c l e s . Chuc k a ndhi st hr e ee mpl o y e e si nv e s tat ot a lo f4 0ho ur spe rda yma ki ngt he12 0bo x e s . a )Wha ti st he i rpr o duc t i vi t y ?Ans we r :1 2 0b o x e sma d ep e rd a y/ 4 0h o u r so f l a bo rp u ti np e rd a y =Chu c kSo x ’ sc o mp a n yp r o d u c e s3b o x e sp e rl a b o rh o u r . Th e ma t hwo u l db e1 2 0 / 4 0 =3 b)Chuc ka ndhi se mpl o y e e sha v edi s c us s e dr e de s i g ni ngt hepr o c e s st oi mpr o v e e ffic i e nc y . I ft he yc ani nc r e a s et her a t et o1 2 5pe rda y , wha twi l lbet he i rne w pr o duc t i vi t y ?Ans we r :12 5bo x e spr o d u c e dp e rd a y / 4 0ho u r sofl a b o rpu ti np e r d a y =3. 1 2 5b o x e spe rl a b o rh o u rwi l lb ep r o d u c e dho u r l y , a ndt hi swi l lb et he i rn e w p r od u c t i v i t y , 3 . 1 2 5 .Comp a r e dt o1 2 0b o x e sp e rd a y ,no wt h e r ewi l lb ea ni n c r e a s e o f5b o x e se a c ht od a ye q ua l i n g1 2 5t ot a lb o x e sp r o d uc e dd a i l y . c )Wha twi l lbet he i runi ti nc r e as ei npr oduc t i v i t ype rho ur ?Ans we r :Tofin d t h eu ni ti n c r e a s ei np r o d u c t i v i t yp e rh o u r , y o umus tfin dt h ed i ffe r e n c ebe t we e nt h e b e g i n n i n gn u mb e ro fu n i t sp r o d u c e dpe rho u r( 3 ) , a ndt h en e w, mo r ep r o d u c t i v e n u mbe ro fu n i t sp r o d u c e dp e rh ou r( 3 . 12 5 ) .3b o x e sp e rh o u ra r ewh a tt he e mp l o y e e sa tCh u c kSo xc u r r e n t l yp r o d uc e , a n di n c r e a s i n gt o3 . 12 5bo x e sp e rh o u r . Th ema t hwo u l db e :3 . 0 0 3 . 1 2 5 =0 . 1 2 5u n i ti nc r e a s ei np r o d u c t i v i t yp e rh o ur . d)Wha twi l lbet he i rpe r c e nt a g ec ha ng ei npr o duc t i vi t y ?Ans we r :Uni tc h a n g e p e rh o uri s0 . 1 2 5 , a n di tbe g a nwi t h3b o x e sp e r4 0h o ur ss o( 33 . 1 2 5 ) / 3 =0 . 0 42 , ( 0 . 1 2 5 / 3=0. 0 4 2)s ogi v i n gCh uc ka n dh i se mp l o y e e sa4 . 2 %o fa ni n c r e a s eo f p r od u c t i v i t yp e r c e n t a g ec h a n g ef r o mt h ep r e v i o u spr o d u c t i v i t yr a t e . 2 .Pr o bl e m1 . 3 :Thi sy e a r , Dr ue hl , I nc . , wi l lpr oduc e5 7 , 6 0 0hotwa t e rhe a t e r sa ti t s pl a nti nDe l a wa r e ,i no r de rt ome e te x pe c t e dg l o ba lde ma nd. Toa c c ompl i s ht hi s ,e ac h l a bo r e ra tt hepl antwi l lwo r k1 6 0ho ur spe rmont h.I ft hel a bo rpr o duc t i v i t ya tt he pl a nti s0 . 1 5ho twa t e rhe a t e r spe rl a bo r ho ur ,ho wma nyl a bo r e r sa r ee mpl o y e da tt he pl a nt ?

Ans we r :0 . 1 5h o twa t e rh e a t e r s =5 7, 6 0 0h o twa t e rh e a t e r st ot a l / ( 1 6 0h o u r sp e rl a b o r e r mo n t h l y )X1y e a r( 1 2mo n t hs )X#o fLa b o r e r s . 1 6 0h o u r sp e rmo nt hmu l t i p l i e db y 1 2 =1 , 92 0 . 1 , 9 2 0 ( 0 . 1 5) =2 8 8 . 5 7 , 6 0 0 / 28 8 =2 0 0e mpl o y e e smu s tb ee mp l o y e da tDr u e h lI n c . wi t hae mp l o y e epr o d uc t i v i t yl e v e lof0 . 1 5a nd1 60h o ur sp e rmo n t ht op r o d u c e5 7 , 60 0ho t wa t e rh e a t e r sa n nu a l l yt ome e ti t ’ se x p e c t e dg l o b a ld e ma nd . 3 . Pr o bl e m1 . 7 :Ho ke yMi n’ sKl e e nKa r pe tc l e a ne d6 5r ugsi nOc t o be r , c o ns umi ngt he f o l l o wi ngr e s o ur c e s :

La b o r :

5 2 0g a l l o n sa t$ 1 3p e rh ou r

So l v e n t :

1 0 0g a l l o nsa t$ 5p e rho u r

Ma c h i neRe n t a l :

2 0d a y sa t$ 5 0p e rd a y

a)

Wha ti st he i rl a borpr oduc t i vi t ype rho ur ? Ans we r :Pr od u c t i v i t yi sf o u ndb ydi v i d i n gt heo u t p utb yt hec o s to fl a b o ri n p u t .Th ec o s t o ft h el a bo ri s5 2 0h o u r s( $ 1 3p e rh o ur ) =$ 6, 7 6 0, t he r e f o r et h eo u t p u to f6 5r u g sd i v i d e db y t h ec o s to fl a b o ri n p u t$ 6 , 7 6 0 =0 . 0 0 9 6 2 ,g i v i n gu sal a b o rpr o d u c t i v i t yp e rh o u ro f0 . 0 0 9 6 2. b)Wha ti st hemul t i f a c t o rpr o duc t i v i t y ? Ans we r :To t a lou t p u t , wh i c hi s6 5r u g s , d i v i de db yt o t a li n p u tc o s t . To t a li n p u t si n c l u de n o to n l yt hel a b o rc o s t , b ut a l s ot h ec o s to ft h es o l v e n ta n dt h ec o s toft h ema c h i n er e n t a l . To t a li n pu tc o s ti st h el a b o rc o s to f$ 6, 7 6 0+( 1 0 0g a l l o n so fs o l v e n tp e rd a y * $ 5 ) +( ma c h i ne r e n t a lo f2 0d a y sa t$ 5 0p e rd a y ) =$ 6 , 7 6 0 +$ 5 0 0+$1 , 000 =$ 8 , 2 6 0 . 65r u g s / $ 8 , 26 0i n p ut c o s t =0 . 00 7 8 7i st h emul t i f a c t o rp r o d u c t i v i t ywh e nt a ki n gi n t oa c c o u n tt h ec o s to fl a b o r , t h ec o s to fr e n t i n gt h ema c hi n e , a n dt hec o s to fs o l v e n tu s e dp e rd a y .Sop r o d u c t i v i t yp e r h o u ri s0 . 0 09 6 2 , a n dt h emu l t i f a c t o rp r o d u c t i v i t yi s0 . 0 0 7 87 , wh i c hma k e ss e ns ef o rt h e mu l t i f a c t o rp r o du c t i v i t yt ob el e s st ha nt hel a b o rp r o d uc t i v i t yb e c a us ey o u ’ r et a ki n gi n t o a c c o u ntmo r ei n p u tv a r i a b l e s( t h ema c h i n ea nds o l v e n t )c o s t st h a nj u s tt h el a b o rc o s t s ....