Studyportal

Assignment Task

• If the record of days worked without an accident at the Bearington Plant is 149 days, how many more days must the plant go without an accident until they tie the record?
• On page 32, Bob Donovan states, “It isn’t that we can’t get enough parts It’s more that we can’t seem to get all the parts we need for our orders when we need them. So we wait.” The table below shows all the parts needed to make Customer Order #41427 and whether or not the parts are available for final assembly. At least one of each part is needed for final assembly and shipment to occur:

Part Number	Number Available for Assembly
SF222MT1	4
XA605A	6
PCW100D	0
R220AW	8
R4H07	0
XGE1200U	4
R209AK	9
SFA57	1
FO3850	7

Does Customer Order #41427 have all parts available for final assembly and shipping?

Enter “1” if all parts are available and the order can be completed and shipped.

Enter “2” if parts are missing and the order cannot be completed and shipped

• Starting on page 50, Alex Rogo leads Davy’s scout troop on a ten mile hike to Devil’s Gulch where they will camp for the night. This question asks about an ideal hike that isn’t illustrated in the graphic novel. This idealized hike illustrates an idealized operating system lacking what Jonah calls “statistical fluctuations”. This hike never really existed – except maybe in Alex Rogo’s mind when he said, “Let’s move out!”

The following table details each scout and how many seconds they lag behind the person(s) in front of them.

Person(s)	Alex Rogo	Ron & Andy	Davy & Bob	RD & Bill	Sam	Mark & Tom	Herbie
Seconds Behind	Leader	30 secs.	30 secs.	30 secs.	30 secs.	30 secs.	30 secs.

Ideally, by how many minutes does Herbie lag behind the leader, Alex Rogo? (hint: don’t overthink this one…it is simply the sum of the lag times)

• If you calculate “2 minutes”, please enter your answer without the word “minutes”. Simply enter “2” in the box below.Starting on page 50, Alex Rogo leads Davy’s scout troop on a ten mile hike to Devil’s Gulch where they will camp for the night. Rogo leads the

• What is the most important lesson that the Bearington Plant management team can learn from the data table analyzing the robots in the Chip Installer Department When parts produced per hour consistently exceeds parts needed per hour, inventory costs increase and drive up operating costs. The key to minimizing cost per part is running the robots at 100?ficiency (or maximum capacity). That the team has been operating in “Throughput World” and they need to focus more on operating in “Cost World”. The fact that the “Cost per Hour” of operating the robots never seems to change.
• On pages 40-47, Jonah and Alex meet for breakfast in New York City at the famous ETC restaurant (which stands for Egg-Toast-Coffee). During this breakfast, Jonah remarks that, “a plant in which everyone is working all the time is very inefficient.” ETC serves only one kind of breakfast: a three-minute soft-boiled egg, a piece of toast, and a mug of coffee.

  Ideally, ETC wants to prepare and deliver the three items simultaneously, each of them fresh and hot, as customers order them. One employee fills up the coffee mugs. Another employee toasts the bread. A third employee boils the eggs for 3 minutes each.

  Coffee at ETC is served out of two large percolator urns that are constantly kept full of hot coffee. One must simply place a mug under the spigot to push the trip handle and fill the mug. That can be done in 20 seconds. The bread toasts to perfection in 20 seconds . The three-minute soft-boiled egg, of course, takes 3 minutes to boil and customers always demand 20 eggs per hour.