This is a case study. Thank you! Case Study New England Foundry 75 years, N Engl

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This is a case study. Thank you!

Case Study New England Foundry 75 years, N England F dry, Inc., has olds desired c for h transported f N ds and allowed to ge Mathison, preside poured into th Wh gy p England Foundry, h triple. This dr olidified, the ved into th g, grinding, and difficult George to dumped into brators preparat quality ood st ed product the casting. Th gh Unlike oth turing wood stov bjected to both sand England Foundry the b aking sto nd and grinding to finish of th related products. The he Wa glo I. Th hen painted with a special heat thc Warmglo II. thc Warmglo III, and the Wi glo IV. Th bled into workablc stovcs, and inspectcd for fact armglo I is the small put of g defects that y h undetected th far. Finally, the 30.000 B d the Wa glo IV the largest. finished are moved to storage and shippin here they put of 60.000 Btu. In addi n, New England Foundry, Inc., pro- packaged and shipped to the appropriate locati y of products that have been designed to bo the patt shop and the depart of their g shelves. Onc large surface thermomete stovepipes, adaptors, stove gloves, tri by both maintenance personne and parts and by to g ks, and himncys, and ha hields. N ding opc England Foundry also publishcs a newslcttcr and sevcral papcr Peter Nawler Bob Bry ork behind th total of 10 people per ha back books tallation, stove opcrati ounter. are abl George belief that bout 5 per hour each). On the ge, 4 people fro maintc sortment of products tributor to the sales in- nance and 3 people from the molding department arrive at the People ding depart The Wa glo y, and to d they The heat outp d Bob d a policy The W her of ved. Bec of the the pat ypt es that kes and rket. Each depart statically ed primary that allows d it tak te fi the sto ly to prod ding deep to the pallet correct sed to he hea al ve parts produce a ho path g, and the to take S-shaped path th gh the st The S-shaped path FIGURE 13.3 overview of Factory of the g nd better heat transfer from the fire and gases through the cast iron to the area be heated. The th the panding d p pted Georg manufacture Warmglo III s tory to Grinding gram of the factory is show 3.3 The new foundry uses the latest equipment, includ g a Shipping Disamatic that helps in manufacturing stove parts. Regard w equipment or procedures. c ting operati d b hanged hundred To beg ooden pattern is made The wooden pattern ct dupli ron piece that is to be m red, N England Foundry has de by Pre Patterns, d the Molding Shop and Casting red he pattern shop and are ena e room. Then a specially formulated sand is lded around the woode ds fi ch pat pat g the sand and king the ds are done in the molding Wh ooden patte ed, the resulting sand Two Extra Credit Cases (Max. 5 points) After observing the operation of the pattern shop and main FIGURE 13.4 overview of Factory ge decided ks, C After Changes change ry. A changes is shown in Figure 13-4 uld Lake pl ance depart minute instead of 3 to get to Storage e ne' ntenance departme Using time and m on Ship ping George o de g the lay the maintenance department would allow Bob to serve 6 people depart g tha dep 7 people ding p per hr Discussion Questions Ho much time would the ne ave? ayo If maintenance personnel were paid $9.50 per hour and Molding paid $11.75 per h ding p d be d per h h th factory la

Explanation / Answer

1) Walking time and average time in system Before the layout change.

Walking time - Maintenance = 3 minute * 4 persons = 12 personnel minutes per hour

Walking time - Molding = 1 minute * 3 persons = 3 personnel minutes per hour

Waiting Time - Maintenance department , = 4 , = 5, Average time in system = 1/(-) = 1 hour = 60 minutes (according to queuing model M/M/1)

Waiting Time - Maintenance department , = 3 , = 5, Average time in system = 1/(-) = 0.5 hour = 30 minutes (according to queuing model M/M/1)

where, is arrival rate and, is service rate

Walking time and average time in system After the layout change.

Walking time - Maintenance = 1 minute * 4 persons = 4 personnel minutes per hour

Walking time - Molding = 1 minute * 3 persons = 3 personnel minutes per hour

Waiting Time - Maintenance department , = 4 , = 6, Average time in system = 1/(-) = 0.5 hour = 30 minutes (according to queuing model M/M/1)

Waiting Time - Maintenance department , = 3 , = 7, Average time in system = 1/(-) = 0.25 hour = 15 minutes (according to queuing model M/M/1)

where, is arrival rate and, is service rate

Total labor productive time saved per hour = (12 - 4) + (60-30)*4 + (30 - 15)*3 = 173 personnel minutes per hour = 2.88 personnel hours per hour

2). Money saved = (12-4)/60*9.5 + (60-30)*4/60*9.5 + (30-15)*3/60*11.75 = $ 29.08 per hour

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