Dumping Capacity

Total Dumpers 5
Average Time to dump 7.5 mins
Average weight of berries in a truck 75 bbls
Total Dumping Capacity (75*5)/0.125 3000

Holding Capacity
1-16 bins 250*16 4000
17-24 bins 250*8 2000
25-27 bins 400*3 1200

Destoning Capacity
Total Destoning Capacity 1500*3 4500

Dechaffing Capacity
Total Dechaffing capacity 1500*3 4500

Drying Capacity
Total Drying Capacity 200*3 600

Jumbo Separator Capacity

Total Separation capacity 400*3 1200

Bagging Bulk-Bin Loading

Issues in Hand

Too much waiting period for trucks

Too much overtime costs
Cranberries delivered
Wet 768600
Dry 1065420
Color#1 34460
Color#2 401080
Color#3 1398480
Total 1834020
Total trucks 243

Berries processed on peak day, say 01/10 (as per exhibit 2)

Total 18018
Wet @ 69% 0.69*18018 12432
Bottleneck ? Drying 600

Truck Starts Arriving 7:00 a.m.

Processing Operation Starts 11 a.m.
Truck will wait after bin holding capacity is full 3200 bbls

Inventory left to be processed/hour 1036-600 436

Total Inventory 1036*4+8*436 7632
Stored in Bins 3200
Waiting in Truck 7632-3200 4432
Time to Clear inventory(Based on Bottleneck speed) 4432/600 7.3866666667

Truck Waiting Time 7.39+(12-3.08) 16.31

Overtime Calculations
On a peak day, hours taken to process 12432/600 20.57
Overtime 20.57-8 12.57

Scheduling Approach
Start Time 7:00 a.m instead of 11 a.m.
Truck will wait after bin capacity is full 3200/436 7.3394495413

Total Inventory at the end of the day 436*12 5232

Time stored in bins 3200
Waiting in truck 5232-3200 2032
Time to clear 2032/600 3.3866666667

Truck Waiting Time 3.39+12 15.39

Overtime Calculations
On a peak day, hours taken to process 12432/600 20.57
Overtime 20.57-8 12.57

How much bins to be coverted ?

Wet berries ratio forecast 70%
Bins Ratio(currently) 40.7407407407 11
Bins Ratio Needed 70% 19
Extra Bins to be converted 8
Cost 10000*8 80000

Add one more dryer?

Drying Capacity Updated 200*4 800
On a peak day, hours taken to process 12432/800 15.54
Overtime 15.54-8 7.54
Savings 5.03

Invetory Left to be processed/hour 1036-800 236

Truck will wait after bin capacity is full 3200/236 13.5593220339
 0.125 hrs

Dry berries Cost of Replacement 10000

Dry/Wet berries
Wet Berries Total wet berry holding capacity 3200

y
bbls/hr Dry berries only

y
bbls/hr Dry/wet berries

bbls/hr Wet berries only Cost of additional dryer 60000

city
bbls/hr Dry/Wet berries

Bulk truck Loading

per day 1036 per hour (11 a.m. to 11 p.m.)

bbls per hour
3200/1036 3.0888030888 10.0888030888 10:00 AM

per hour
per day
per day
per day
hours

hours i.e.4.31 hours after 10 pm 2.31 am

hours
hours

hours 14.3394495413 2:00 PM

per day
per day
per day
hours

i.e. 3.39 hours after 7 pm 10.39 pm

hours
hours

bbls per hour

hours 585 70200

bbls per hour

hours > 12 hours so no waiting time
per bin

per dryer
Operation Setup Time Run Time Total Time
Preparation 8
Artwork 29 0 29
Inspect & Shear 20 0.5 20.5
Punch Tooling Holes 10 0.5 10.5

Image Transfers
Drill Holes
Manual Drill 15 0.08 335
CNC Drill 240 0.004 256
Metallization 10 0.75 10.75

Dry Film Phororesist

Panel Prep 5 0.2 5.2
Laminate & Expose 20 2 22
Develop 20 0.2 20.2
Electroplate 25 8.5 33.5
Strip DFPR 5 0.2 5.2
Etch & Tin Strip 10 0.2 10.2

Fabrication
Solder Mask 45 1.5 46.5
Solder Dip 30 0.5 30.5
Profile
Punch Press 50 1 58
CNC Router 150 0.5 154
INSPECT,TEST,PACK 45 1.5 57
TOTAL 615.05
MINS/BOARD 76.88125

TOTAL WORKERS UNDER FLAHERTY

TOTAL DAYS IN MONTH
TOTAL WORKING HOURS
TOTAL TIME
TIME SPENT IN SUPERVISION
AVAILABLE TIME
ACTUAL TIME SPENT IN SEPTEMBER
PRODUCTIVITY
Total Time Total Time
80 800
29 29
25 70
15 60

3215 32015
400 1840 BREAKEVEN=6
17.5 85

7 25
40 220
22 40
110 875
7 25
12 30

60 195
35 80

130 850
190 550 BREAKEVEN=200
165 1245
1074.5 5369
13.43125 6.71125

22
25
7
3850
70
3780
1531.7
40.5211640212
Beds 76
Therapists 116

Avg Length of Stay Calculation 1991 1994

Total Patient Days 27035 22571
Total Patients Admitted 1292 1237
Avg Length of Stay 20.924922601 18.2465642684
Average Patients Stay/day 3.5397260274 3.3890410959
Number of Beds Needed 74.068493151 61.8383561644
Beds Available 95 76
Bed Utilization 77.966834895 81.366258111

% Therapist Utilization Calculations

Billable Hours 130026
Hours Worked 232947 Hours/therapist
% Utilization 55.817846978

To achieve 75% utilization

Billable Hours 130026
Hours Worked X
% Utilization 75%
Calculate X 173368
Total Ideal therapists needed 86

Therapists Extra 30
Extra Cost @40,000/therapist 1200000
Total Revenue 20000000
%of total revenue give to extra therapsist 6
 1994 Avg Length of Stay 1994
Annual Revenue 20 million $ RRH 18.2
National Avg 21

Acute Care->Acute Rehab->Nursing Homes

2008.1637931035
 FIM
1.18 FFS->MCO
1.1 RRH follows FFS mostlyMedicaid patients

Nursing Homes
S.No Operation Mins/shirt Existing Workers
1 Make Collar 3.9 8
2 Make Cuffs 2 4
3 Make Sleeves 0.65 2
4 Make front 2.5 6
5 Make Back 1.7 4
6 Join Shoulders 0.66 2
7 Attach Collar 1.65 4
8 Attach Sleeves 1.55 4
9 Stitch down sleeves 0.65 2
10 Sew Side seam 1.8 4
11 Attach Cuffs 1.55 4
12 Hem Bottom 1.7 4
13 Inspect 1.5 4
14 Iron 1.95 4
15 Fold,Package 1.75 4
25.51 60
Shirts/month (Existing)
Existing 16000
Cutting 480
Mike 18000
Cutting 5
Ike (Regular) same as existing
Ike(Custom 2000
workers
Actual Prod Capacity(Existing) 8
Ideal(Existing) 8
Capacity Utilization
Ideal(Mike) 8
Actual (Mike 8
Capacity Utilization
Ideal Ike(Regular) 8
Actual Ike(Custom) 8
Actual Ike (Regular) 8
Ideal Ike (Custom) 8
Capacity Utilization Ike(Regular)
Capacity Utilization Ike(Custom)
workers
Actual labor efforts(Existing) 64
Actual labor efforts (Mike) 65
Direct Labor Cost(Existing) 64
Mike 65
Ike (Regular) 49
Overtime 49
Ike(Custom) 16
Cycle Time Mike Workers Cycle Time Ike's Workers(Regular) Ike's Workers(Custom)
0.4875 8 0.4875 7 1
0.5 4 0.5 3 1
0.325 2 0.325 1 1
0.41666667 6 0.41666667 5 1
0.425 4 0.425 3 1
0.33 2 0.33 1 1
0.4125 4 0.4125 3 1
0.3875 4 0.3875 3 1
0.325 2 0.325 1 1
0.45 4 0.45 3 1
0.3875 4 0.3875 3 1
0.425 4 0.425 3 1
0.375 4 0.375 3 1
0.4875 4 0.4875 3 1
0.4375 4 0.4375 3 1

Days Hours Minutes

20 8 60 0.6
120 0.25
20 8 60 0.5333333333
2.5 0.5
0.6
20 8 60 4.8
hrs mins throughput
60 0.6 800 shirts/day
60 0.5 960 shirts/day
0.83333333 83.30%
60 0.5 960 shirts/day
60 0.533 900.562852 shirts/day
0.9375 93.75
60 0.666 720.720721 shirts/day
60 4.8 100 shirts/day
60 0.6 800
60 3.9 123.076923 shirts/day
1.11111111 111.11
0.81300813 81.3
hrs mins throughput
8 60 800 38.4
8 60 900 34.6666666667
8 6$ 800 3.84
8 6 900 3.4666666667
8 6 800 2.94
1 9 800 0.55125 3.49125
8 6 100 7.68
Cycle Time(Regular) Cycle(Custom)
0.5571428571 3.9
0.6666666667 2
0.65 0.65
0.5 2.5
0.5666666667 1.7
0.66 0.66
0.55 1.65
0.5166666667 1.55
0.65 0.65
0.6 1.8
0.5166666667 1.55
0.5666666667 1.7
0.5 1.5
0.65 1.95
0.5833333333 1.75
 Existing
Actual Cycle Time(mins/shirt) 0.6
Manufacturing Lead Time(days) 14.7
WIP Inventory(shirts) 11760
Production Capacity (shirts/day) 800/960
Capacity Utilization 83.33
I=RT Direct Labor Content (mins/shirt) 26.51
T=I/R Direct Labor Utilization 69.0364583
Direct Labor Cost ($/shirt) 3.84
Mike Ike(Regular) Ike(Custom)
0.533 0.67 4.8
2.2 11.325 0.5
1980 9060 50
900/960 800/720 100/123
93.75 111.11 81.3
27.01
79.7687861
3.46 3.49 7.68
Inventory Build Up
Capacity Maximum amount a process can hold
Utilization Actual level of output/Maximum level of output
Waiting Time Time interval for which one has to wait after placing a request for an action
Bottleneck
Actual Cycle Time
Manufacturing Lead Time
WIP Inventory
Production Capacity
Capacity Utilization
Direct Labor Content
Direct Labor Utilization
Direct Labor Cost
 Measured in terms of volume
Measured in terms of %
after placing a request for an action or service and before the action/service actually occurs.