Please solve question 10

9. The GHI Company makes air conditioners, in either the standard model or additionally with a special option it calls the "turbo-charger," using the following indented bill of materials. The air conditioners are assembled at a rate 600 per five-day week, and the turbo-charger is added to every fourth unit. Develop the ten-week MRP record for the turbo-charger, using a one-week lead time, no safety stock, a lot size of 800, and a starting inventory of 200. Air Conditioner Part no. 101 (1 required) Part no. 102 (1 required) Part no. 103 (1 required) Turbo-charger assembly required) Coupling (1 required) Bracket (1 required) Alternator (I required) 10. Continuing with problem 9, suppose the turbo-charger assembly was phantomed (1.e., the cou- pling, bracket, and alternator were assembled directly onto the air conditioner. a. What would the new bill of materials look like? b. Construct the phantom MRP record and compare it to that in problem 9. What are the differences? c. Construct the MRP record for the coupling (lot size = 200, safety stock = 20, 250 on hand, lead time = 2 weeks). 11. The air conditioner line is now to be run with JIT. In order to stabilize the planning for compo- rents, the GHI Company committed to producing exactly 125 units per each day in the week. Productivity on the air conditioner line started at a somewhat low level, but has been steadily increasing. At the outset, the four-person line could assemble 125 units per day, but it required 10.5 hours per day to do so (2.5 hours of overtime). After six weeks (3,600 units cumulative) the team could assemble 125 units with little or no overtime. Thereafter, the team followed a classic learning curve (90 percent) pattern. At about 7,000 units cumulative, the daily time requirement to assemble 150 units fell to 7.2 hours. a. What would be a good estimate of the cumulative average time for the first 3,600 units? b. How long will it be before the team can assemble 125 units in 6 to 6.5 hours? c. If after 30,000 units the team can assemble 125 units in 5.5 hours, what is the weekly "surge capacity of the line? In particular, if there was a special promotion, how many units could be built in a week where the team worked 10 hours per day? 9. The GHI Company makes air conditioners, in either the standard model or additionally with a special option it calls the "turbo-charger," using the following indented bill of materials. The air conditioners are assembled at a rate 600 per five-day week, and the turbo-charger is added to every fourth unit. Develop the ten-week MRP record for the turbo-charger, using a one-week lead time, no safety stock, a lot size of 800, and a starting inventory of 200. Air Conditioner Part no. 101 (1 required) Part no. 102 (1 required) Part no. 103 (1 required) Turbo-charger assembly required) Coupling (1 required) Bracket (1 required) Alternator (I required) 10. Continuing with problem 9, suppose the turbo-charger assembly was phantomed (1.e., the cou- pling, bracket, and alternator were assembled directly onto the air conditioner. a. What would the new bill of materials look like? b. Construct the phantom MRP record and compare it to that in problem 9. What are the differences? c. Construct the MRP record for the coupling (lot size = 200, safety stock = 20, 250 on hand, lead time = 2 weeks). 11. The air conditioner line is now to be run with JIT. In order to stabilize the planning for compo- rents, the GHI Company committed to producing exactly 125 units per each day in the week. Productivity on the air conditioner line started at a somewhat low level, but has been steadily increasing. At the outset, the four-person line could assemble 125 units per day, but it required 10.5 hours per day to do so (2.5 hours of overtime). After six weeks (3,600 units cumulative) the team could assemble 125 units with little or no overtime. Thereafter, the team followed a classic learning curve (90 percent) pattern. At about 7,000 units cumulative, the daily time requirement to assemble 150 units fell to 7.2 hours. a. What would be a good estimate of the cumulative average time for the first 3,600 units? b. How long will it be before the team can assemble 125 units in 6 to 6.5 hours? c. If after 30,000 units the team can assemble 125 units in 5.5 hours, what is the weekly "surge capacity of the line? In particular, if there was a special promotion, how many units could be built in a week where the team worked 10 hours per day