The Space Age Furniture Company appropriated a requisition of 1000 Gemini furniture pieces and an alternate for 1000 Saturn furniture pieces. The unit that will generate they said units is equipped for gathering the handling of the requested products, however the quandary is the accessibility of a gifted worker who can proficiently work the extraordinary machine required in the processing of a particular part to finish an unit. The main mechanic of the organization can prepare 30 bits of said part in a hour, 240 pieces in a general 8 hour work day, or what added up to 1,200 pieces in a 5 working days for every week. Anyhow to take care of the demand of the customer for a particular date of conveyance, 2,000 units must be made in one week. Ed, the main gifted machine admin is hesitant to work more extra minutes. In this way, the furniture organization is confronted with the issue of conveying the requested units asked for by the customer on a particular date and influencing Ed to work additional minutes throughout the whole weeks of processing. The organization has one week lead opportunity to transform both requested items.
Space Age Furniture Problem Struggling to meet the client satisfaction, by effectively balancing production of goods with employee contentment is always a problem to producers of goods. Take the case of Space Age Furniture Company. The company has only one machine operator who can operate the special lathe that will produce part number 3079 needed in the completion of both Genesis 425 and Saturn 257, part 3079 is essential in the production of both commissioned products. But this essential part is only produced by the special lathe which only Ed can skillfully operate. With Ed opting to work the regular shift, 8 hours in five regular working days, only 1,200 pieces will be made in a week. But with the higher demand for the products and the time element included in the order, more of part 3079 must be produced per day which would translate to overtime work for Ed, if he agrees to it. Hiring another machinist to take over the production after Ed’s shift ends, may yet solve the problem but the special lathe requires a highly skilled operator like Ed, to work it efficiently, and not a lot of Ed’s caliber can be immediately hired to do the work. Another alternative is a training anew operator, but that will not be good option, considering that the new recruit may not turn out to be as skilled as Ed. “With Coral, the operations manager of the company is tasked to address the problem of solving the timely and efficient production of the specific part without the burden of overtime to the only available operator of the lathe” (Gallego G, 2011)
Detailed study of demand must be studied comprehensively, that is, in the total of 2,000 units of part 3,079 that must be produced to meet both orders, 1,000 sub-assemblies is for Saturn 257 and the other 1,000 sub-assemblies is for Genesis 435.
Every assembly unit is generated by Ed at pretty nearly 0.03 hours, or an unit at regular intervals, 30 gathering units each hour, in an eight hours shift 240 units, so in 5 days and with a 8 hours shift a day, 1200 sub get together units will be processed in a week. Ed, the engineer, supposes whatever he can process is the greatest 1200 sub gathering parts for the week, in any case, 2000 parts or an overabundance of 800 sub get together parts must be processed without much fanfare, which implies that 26.6 hours of extra minutes work must be rendered to take care of the demand of the employment request.
The organization has an one week lead opportunity to transform the requested furniture, so what the operations chief needs to do is let Ed produce the greatest number of the aforementioned parts without doing extra time work expecting that the organization has not yet accepted the requests. The prepared parts might then be the organization's stock that might