Managing Bottlenecks in Manufacturing Processes 1. Canine Kernels Company (CKC) manufactures two different types of dog chew toys (A and B, sold in 1,000-count boxes) and sell up to the limit of its demand per week; no penalties are incurred for not being able to meet all the demand. Each that are manufactured and assembled on three different workstation is staffed by a worker who is dedicated to work workstations (W, X, and Y) using a small-batch process (see on that workstation alone, and is paid $6 per hour. Total Figure 5.12). Batch setup times are negligible. The flowchart labor costs per week are fixed. Variable overhead costs are denotes the path each product follows through the manu- $3,500/week. The plant operates one 8-hour shift per day, or facturing process, and each product's price, demand per 40 hours/week. Which of the three workstations, W, X, or Y. week, and processing times per unit are indicated as well. has the highest aggregate workload, and thus serves as the Purchased parts and raw materials consumed during pro- bottleneck for CKC? duction are represented by inverted triangles. CKC can make Product A $2 Step 1 Step 2 Finish with Step 3 Product A at workstation W at workstation X at workstation Y Price: $55/unit (10 minj (10 mink (15 ming Demand: 90 units/wk Flaw materials $3 Purchased part Product B Stop 1 Step 2 019 Finish with Stop 3 Product: B at workstation * at workstation W at workstation Y Price: $65/unit (20 min) (14 min) (11 ming Demand: 85 units/wk Raw materials $5 Purchased part A FIGURE 5.12 Flowchart for Canine Kemels Company (CKC)