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Chapter 1: Q2-2C (page 40)

Compare the assembly line in China to that in San Francisco along the following dimensions: (1) volume or rate of production, (2) required skill of the workers, (3) level of automation, and (4) amount of raw materials and finished goods inventory.

Short Answer

Expert verified

(1) Volume or rate of production is Low in San Francisco and High in China

(2) High skills are required for labor in San Francisco, and low skills in China

(3) Automation level is low in San Francisco and high in China

(4) San Francisco has high raw materials, and no finished goods. For China, the raw materials are low and may have some finished inventory.

Step by step solution

01

Step 1:Defining assembly line

An Assembly line is a part of a manufacturing unit, where the semi-finished products or goods move in a set sequence to produce a final product.

02

Comparison of volume or rate of production

The production rate or volume in China is High, whereas, in San Francisco, it is low.

03

Comparison of required labor skills

When labor skills are concerned, the workforce in China requires low skills and San Francisco鈥檚 labor require high skills.

04

Comparison of automation level 

The level of automation is high in China, and San Francisco has a low level of automation.

05

Comparison of raw materials

San Francisco has a high amount of raw materials, and China has a low amount of raw materials.

06

Comparison of finished goods 

San Francisco has no finished goods, and China is likelyto have finished inventory.

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Most popular questions from this chapter

The following CPM network has estimates of the normal time in weeks listed for the activities:

a. Identify the critical path.

b. What is the length of time to complete the project?

c. Which activities have slack, and how much?

d. Here is a table of normal and crash times and costs. Which activities would you shorten to cut two weeks from the schedule in a rational fashion? What would be the incremental cost? Is the critical path changed?

Activity

Normal Time

Crash time

Normal cost

Crash cost

A

7

6

\(7,000

\)8,000

B

2

1

5,000

7,000

C

4

3

9,000

10,200

D

5

4

3,000

4,500

E

2

1

2,000

3,000

F

4

2

4,000

7,000

G

5

4

5,000

8,000

What is the capacity balance? Why is it hard to achieve? What methods are used to deal with capacity imbalances?

Now, look at the effect of increasing the number of beds by 50 percent. How many operations could the hospital perform per day before running out of bed capacity? (Assume operations are performed five days per week, with the same number performed on each day.) How well would the new resources be utilized relative to the current operation? Could the hospital perform this many operations? Why?

Question: An electronics company makes communications devices for military contracts. The company just completed two contracts. The navy contract was for 2,300 devices and took 25 workers two weeks (40 hours per week) to complete. The army contract was for 5,500 devices that 35 workers produced in three weeks. On which contract were the workers more productive?

Question: What is meant by a triple bottom line strategy? Give an example of a company that has adopted this type of strategy.
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