© 2009 BMA Inc. All rights reserved
© 2009 BMA Inc. All rights reserved
© 2009 BMA Inc. All rights reserved
Capacity analysis provides an overview of how effectively you use time in each cell.
The time is categorized as either:
“Productive Capacity” – making “good” parts;
“Non-Productive Capacity” – time lost to non value-adding activities;
“Available Capacity” – time available for use.
Total Available time (seconds) = Number of shifts run per day x Crew per shift x (hours worked per shift x60 x 60) x Working days in week x 3,600 seconds
© 2009 BMA Inc. All rights reserved
Productive time is: Number of "good quality" parts produced x average cycle time (seconds)
Productive Capacity = productive time/ total available time x 100%
Non-Productive time is: Time lost to scrap (seconds) = quantity scrapped x average
cycle time (seconds) Time lost to downtime (seconds) Time lost to changeovers (seconds) Time in meetings/ 5S (seconds)
Non-Productive Capacity = Non-Productive time/ total available time x 100%
Available Capacity = 100% - (Productive Capacity + Non-Productive Capacity)
© 2009 BMA Inc. All rights reserved
You are the management team of the Universal Valve Company.
The Plastics Value Stream at the Universal Value Company comprises four cells.
Weekly cell performance measures have been established for each cell and a box score has been implemented for the Value Stream. This data is given on the next slide.
Your task:
Calculate the capacity of each cell in the Value Stream.
What capacity figures would you use in your Value Stream box score ?
© 2009 BMA Inc. All rights reserved
Week 28
Cells:Injection Moulding Deflashing Machining Assembly
Total Value Stream
Cell 1 Cell 2 Cell 3 Cell 4Cell Board Performance Measures:
Quantity Processed 100,000 76,000 74,480 62,563 60,061First Time Through % 76% 98% 84% 96% 60%
Average Cycle Time (seconds) 2 5 5 15On Time Delivery 98% 80% 85% 75% 50%
Average Set-Up time (minutes) 15 0 25 0Number of Set-Ups in week 14 0 25 0
Shifts run each day 2 2 2 2Crew per shift 1 2 3 3 18
Working time per shift (hours) 7.50 7.50 7.50 7.50Working Days in Week 5 5 5 5
Time in Meetings/ 5S (minutes) 150 150 150 150 600Downtime (minutes) 100 160 600 240 1,100
Floor Space m2 50 40 40 50 180
Total Units Produced and Sold by Value Stream 60,061
© 2009 BMA Inc. All rights reserved
Value Stream Weekly P&LIncome $ 110,000
Material Cost $ 49,400 Energy Costs $ 1,541
Wages, Salaries and Benefits $ 25,937 Other Costs $ 998
Total Value Stream Cost $ 77,876Value Stream Profit $ 32,124
Value Stream Profit % 29.20%
Income per Piece Sold $ 1.83Material Cost per Piece processed in Cell 1 $ 0.49
Total Value Stream Cost per unit sold $ 1.30
1,541 25,937
998
1.830.491.30
© 2009 BMA Inc. All rights reserved
ANSWER SHEETInjection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4Employee Capacity
Total Available Time (seconds) 270,000 540,000 810,000 810,000
Productive Time (seconds) 152,000 372,400 312,816 900,910Productive Capacity 56.30% 68.96% 38.62% 111.22%
Time lost to scrap (seconds) 48,000 7,600 59,584 37,538 Time lost to Downtime (seconds) 6,000 9,600 36,000 14,400
Time lost to Changeovers (seconds) 12,600 - 37,500 - Time in meetings/ 5S (seconds) 9,000 9,000 9,000 9,000
Total Non-Productive Time (seconds) 75,600 26,200 142,084 60,938
Non-Productive Capacity 28.00% 4.85% 17.54% 7.52%
Available Capacity 15.70% 26.19% 43.84% -18.75%
Injection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28Performance Data
Quantity Processed and Sold 60,061 Value Stream First Time Through % 60%
Value Stream On Time Delivery % 50%Sales per Employee $ 6,111
Value Stream Cost per Unit Sold $ 1.30
Capacity at Bottleneck Cell 4Productive Capacity at Bottleneck % 111.22%
Non-Productive Capacity at Bottleneck % 7.52%Available Capacity at Bottleneck % -18.75%
Financial PerformanceIncome $ 110,000
Material Cost $ 49,400 Energy Costs $ 1,541
Wages, Salaries and Benefits $ 25,937 Other Costs $ 998
Total Value Stream Cost $ 77,876 Value Stream Profit $ 32,124
Value Stream Profit % 29.20%
Week 28
© 2009 BMA Inc. All rights reserved
Things move fast in the Plastics Value Stream and in Week 29, improvement activity has already generated a number of improvements: Average set-up time has been reduced by 75%, though the
number of set-ups has increased to allow smaller batches. Improvements in standard work have improved the first
time through in each cell (reducing scrap). On-Time delivery has improved. Downtime has been reduced.
Your task:
Calculate the impact of the improvements - Capacity in each cell; and Box Score: impact of reduction in scrap. No other costs are saved at this time.
© 2009 BMA Inc. All rights reserved
Week 29
Cells:Injection Moulding Deflashing Machining Assembly
Total Value Stream
Cell 1 Cell 2 Cell 3 Cell 4Cell Board Performance Measures:
Quantity Processed 77,265 67,221 66,548 61,224 60,000First Time Through % 87% 99% 92% 98% 78%
Average Cycle Time (seconds) 2 5 5 15On Time Delivery 99% 89% 94% 90% 75%
Average Set-Up time (minutes) 4 0 6 0Number of Set-Ups in week 40 0 100 0
Shifts run each day 2 2 2 2Crew per shift 1 2 3 3 18
Working time per shift (hours) 7.50 7.50 7.50 7.50Working Days in Week 5 5 5 5
Time in Meetings/ 5S (minutes) 150 150 150 150 600Downtime (minutes) 40 80 300 120 540
Floor Space m2 50 40 40 50 180
Total Units Produced and Sold by Value Stream 60,000
© 2009 BMA Inc. All rights reserved
Value Stream Weekly P&LIncome $ 109,800
Material Cost $ 37,860 Energy Costs $ 1,541
Wages, Salaries and Benefits $ 25,937 Other Costs $ 998
Total Value Stream Cost $ 66,336Value Stream Profit $ 43,464
Value Stream Profit % 39.58%
Income per Unit Sold $ 1.83Material Cost per Piece processed in Cell 1 $ 0.49
Total Value Stream Cost per unit sold $ 1.11
1,541 25,937
998
1.830.491.30
© 2009 BMA Inc. All rights reserved
ANSWER SHEETInjection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4Employee Capacity
Total Available Time (seconds) 270,000 540,000 810,000 810,000
Productive Time (seconds) 134,441 332,742 306,122 900,000Productive Capacity 49.79% 61.62% 37.79% 111.11%
Time lost to scrap (seconds) 20,089 3,361 26,619 18,367 Time lost to Downtime (seconds) 2,400 4,800 18,000 7,200
Time lost to Changeovers (seconds) 9,600 - 36,000 - Time in meetings/ 5S (seconds) 9,000 9,000 9,000 9,000
Total Non-Productive Time (seconds) 41,089 17,161 89,619 34,567
Non-Productive Capacity 15.22% 3.18% 11.06% 4.27%
Available Capacity 34.99% 35.20% 51.14% -15.38%
Injection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28 Week 29Performance Data
Quantity Processed and Sold 60,061 60,000 Value Stream First Time Through % 60% 78%
Value Stream On Time Delivery % 50% 75%Sales per Employee $ 6,111 6,100
Value Stream Cost per Unit Sold $ 1.30 1.11
Capacity at Bottleneck Cell 4 4Productive Capacity at Bottleneck % 111.22% 111.11%
Non-Productive Capacity at Bottleneck % 7.52% 4.27%Available Capacity at Bottleneck % -18.75% -15.38%
Financial PerformanceIncome $ 110,000 109,800
Material Cost $ 49,400 37,860 Energy Costs $ 1,541 1,541
Wages, Salaries and Benefits $ 25,937 25,937 Other Costs $ 998 998
Total Value Stream Cost $ 77,876 66,336 Value Stream Profit $ 32,124 43,464
Value Stream Profit % 29.20% 39.58%
Week 29
© 2009 BMA Inc. All rights reserved
In Week 30, your sales team comes to you with an immediate order for an additional 10,000 pieces at $1.50 per piece. Should you take the order ?
A member of staff is redeployed from the Machining Cell to Assembly to provide the necessary capacity. This has no cost impact.
Your task:
Calculate the impact of the improvements - Capacity in each cell; and Box Score: additional sales.
© 2009 BMA Inc. All rights reserved
Week 30
Cells:Injection Moulding Deflashing Machining Assembly
Total Value Stream
Cell 1 Cell 2 Cell 3 Cell 4Cell Board Performance Measures:
Quantity Processed 90,143 78,424 77,640 71,429 70,000First Time Through % 87% 99% 92% 98% 78%
Average Cycle Time (seconds) 2 5 5 15On Time Delivery 99% 89% 94% 90% 75%
Average Set-Up time (minutes) 4 0 6 0Number of Set-Ups in week 40 0 100 0
Shifts run each day 2 2 2 2Crew per shift 1 2 2 4 18
Working time per shift (hours) 7.50 7.50 7.50 7.50Working Days in Week 5 5 5 5
Time in Meetings/ 5S (minutes) 150 150 150 150 600Downtime (minutes) 40 80 300 120 540
Floor Space m2 50 40 40 50 180
Total Units Produced and Sold by Value Stream 70,000
© 2009 BMA Inc. All rights reserved
Value Stream Weekly P&LIncome $ 124,800
Material Cost $ 44,170 Energy Costs $ 1,541
Wages, Salaries and Benefits $ 25,937 Other Costs $ 998
Total Value Stream Cost $ 72,646Value Stream Profit $ 52,154
Value Stream Profit % 41.79%
Income per Unit Sold $ 1.78Material Cost per Piece processed in Cell 1 $ 0.49
Total Value Stream Cost per unit sold $ 1.04
1,541 25,937
998
1.780.491.04
© 2009 BMA Inc. All rights reserved
ANSWER SHEETInjection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4Employee Capacity
Total Available Time (seconds) 270,000 540,000 540,000 1,080,000
Productive Time (seconds) 156,849 388,201 357,145 1,050,006Productive Capacity 58.09% 71.89% 66.14% 97.22%
Time lost to scrap (seconds) 23,437 3,921 31,056 21,429 Time lost to Downtime (seconds) 2,400 4,800 18,000 7,200
Time lost to Changeovers (seconds) 9,600 - 36,000 - Time in meetings/ 5S (seconds) 9,000 9,000 9,000 9,000
Total Non-Productive Time (seconds) 44,437 17,721 94,056 37,629
Non-Productive Capacity 16.46% 3.28% 17.42% 3.48%
Available Capacity 25.45% 24.83% 16.44% -0.71%
Injection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28 Week 29 Week 30Performance Data
Quantity Processed and Sold 60,061 60,000 70,000 Value Stream First Time Through % 60% 78% 78%
Value Stream On Time Delivery % 50% 75% 75%Sales per Employee $ 6,111 6,100 6,933
Value Stream Cost per Unit Sold $ 1.30 1.11 1.04
Capacity at Bottleneck Cell 4 4 4Productive Capacity at Bottleneck % 111.22% 111.11% 97.22%
Non-Productive Capacity at Bottleneck % 7.52% 4.27% 3.48%Available Capacity at Bottleneck % -18.75% -15.38% -0.71%
Financial PerformanceIncome $ 110,000 109,800 124,800
Material Cost $ 49,400 37,860 44,170 Energy Costs $ 1,541 1,541 1,541
Wages, Salaries and Benefits $ 25,937 25,937 25,937 Other Costs $ 998 998 998
Total Value Stream Cost $ 77,876 66,336 72,646 Value Stream Profit $ 32,124 43,464 52,154
Value Stream Profit % 29.20% 39.58% 41.79%
Week 30
© 2009 BMA Inc. All rights reserved
In Week 31, you make further improvements. Scrap and downtime are further reduced, and improvements are made to set-up times and downtime.
You are able to reduce the amount of space that the Value Stream occupies - resulting in a 20% reduction in energy costs.
Your sales team approach you with an opportunity for further sales of 20,000 pieces at $1.50 per piece. This would entail employing 4 additional staff in the Assembly cell at a total additional cost of $5,000 per week.
Your task: Calculate the impact of the improvements - Capacity in
each cell; and box score.
© 2009 BMA Inc. All rights reserved
Week 31
Cells:Injection Moulding Deflashing Machining Assembly
Total Value Stream
Cell 1 Cell 2 Cell 3 Cell 4Cell Board Performance Measures:
Quantity Processed 99,639 95,653 94,697 90,909 90,000First Time Through % 96% 99% 96% 99% 90%
Average Cycle Time (seconds) 2 5 5 15On Time Delivery 99% 95% 97% 97% 88%
Average Set-Up time (minutes) 2 0 4 0Number of Set-Ups in week 40 0 100 0
Shifts run each day 2 2 2 2Crew per shift 1 2 2 6 22
Working time per shift (hours) 7.50 7.50 7.50 7.50Working Days in Week 5 5 5 5
Time in Meetings/ 5S (minutes) 150 150 150 150 600Downtime (minutes) 0 0 30 0 30
Floor Space m2 40 30 34 40 144
Total Units Produced and Sold by Value Stream 90,000
© 2009 BMA Inc. All rights reserved
Value Stream Weekly P&LIncome $ 154,800
Material Cost $ 48,823 Energy Costs $ 1,233
Wages, Salaries and Benefits $ 30,937 Other Costs $ 998
Total Value Stream Cost $ 81,992Value Stream Profit $ 72,808
Value Stream Profit % 47.03%
Income per Unit Sold $ 1.72Material Cost per Piece processed in Cell 1 $ 0.49
Total Value Stream Cost per unit sold $ 0.91
1,233 30,937
998
1.720.490.91
© 2009 BMA Inc. All rights reserved
ANSWER SHEETInjection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4Employee Capacity
Total Available Time (seconds) 270,000 540,000 540,000 1,620,000
Productive Time (seconds) 191,307 473,485 454,545 1,349,999Productive Capacity 70.85% 87.68% 84.18% 83.33%
Time lost to scrap (seconds) 7,971 4,783 18,939 13,636 Time lost to Downtime (seconds) - - 1,800 -
Time lost to Changeovers (seconds) 4,800 - 24,000 - Time in meetings/ 5S (seconds) 9,000 9,000 9,000 9,000
Total Non-Productive Time (seconds) 21,771 13,783 53,739 22,636
Non-Productive Capacity 8.06% 2.55% 9.95% 1.40%
Available Capacity 21.08% 9.77% 5.87% 15.27%
Injection Moulding Deflashing Machining Assembly
Cell 1 Cell 2 Cell 3 Cell 4
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28 Week 29 Week 30 Week 31Performance Data
Quantity Processed and Sold 60,061 60,000 70,000 90,000 Value Stream First Time Through % 60% 78% 78% 90%
Value Stream On Time Delivery % 50% 75% 75% 88%Sales per Employee $ 6,111 6,100 6,933 7,036
Value Stream Cost per Unit Sold $ 1.30 1.11 1.04 0.91
Capacity at Bottleneck Cell 4 4 4 3Productive Capacity at Bottleneck % 111.22% 111.11% 97.22% 84.18%
Non-Productive Capacity at Bottleneck % 7.52% 4.27% 3.48% 9.95%Available Capacity at Bottleneck % -18.75% -15.38% -0.71% 5.87%
Financial PerformanceIncome $ 110,000 109,800 124,800 154,800
Material Cost $ 49,400 37,860 44,170 48,823 Energy Costs $ 1,541 1,541 1,541 1,233
Wages, Salaries and Benefits $ 25,937 25,937 25,937 30,937 Other Costs $ 998 998 998 998
Total Value Stream Cost $ 77,876 66,336 72,646 81,992 Value Stream Profit $ 32,124 43,464 52,154 72,808
Value Stream Profit % 29.20% 39.58% 41.79% 47.03%
Week 31
© 2009 BMA Inc. All rights reserved
In Week 32, you have the option of making some radical transformation: You can either combine cells 1 and 2; or combine cells 3 and 4.
For resourcing and technical reasons you cannot make both changes.
Either change will improve FTT, cycle times, and OTD; and will reduce space and energy costs. There will be no impact on sales.
Your task:
Decide which change should you make.
Calculate the impact of both improvements and choose which is the best to make first. Review the impact on capacity in each cell; and the Box Score.
© 2009 BMA Inc. All rights reserved
Week 32: Option 1, Combine cells 1 and 2
Cells: Empty Space
Injection Moulding and
Deflashing Machining AssemblyTotal Value
StreamCell 1 Cell 1A Cell 3 Cell 4
Cell Board Performance Measures:Quantity Processed 0 95,653 94,696 90,909 90,000
First Time Through % 0% 99% 96% 99% 94%Average Cycle Time (seconds) 0 6 5 15
On Time Delivery 0% 99% 97% 97% 93%
Average Set-Up time (minutes) 0 2 4 0Number of Set-Ups in week 0 40 100 0
Shifts run each day 0 2 2 2Crew per shift 0 2 2 6 20
Working time per shift (hours) 0.00 7.50 7.50 7.50Working Days in Week 0 5 5 5
Time in Meetings/ 5S (minutes) 0 150 150 150 450Downtime (minutes) 0 0 30 0 30
Floor Space m2 0 50 34 40 124
Total Units Produced and Sold by Value Stream 90,000
© 2009 BMA Inc. All rights reserved
Week 32: Option 2, Combine cells 3 and 4
Cells:Injection Moulding Deflashing
Machining and Assembly Empty Space
Total Value Stream
Cell 1 Cell 2 Cell 3A Cell 4Cell Board Performance Measures:
Quantity Processed 95,654 91,828 90,910 0 90,000First Time Through % 96% 99% 99% 0% 94%
Average Cycle Time (seconds) 2 5 20 0On Time Delivery 99% 95% 97% 0% 91%
Average Set-Up time (minutes) 2 0 4 0Number of Set-Ups in week 40 0 100 0
Shifts run each day 2 2 2 0Crew per shift 1 2 8 0 22
Working time per shift (hours) 7.50 7.50 7.50 0.00Working Days in Week 5 5 5 0
Time in Meetings/ 5S (minutes) 150 150 150 0 450Downtime (minutes) 0 0 30 0 30
Floor Space m2 40 30 60 0 130
Total Units Produced and Sold by Value Stream 90,000
© 2009 BMA Inc. All rights reserved
© 2009 BMA Inc. All rights reserved
Week 32: Option 1, Combine cells 1 and 2Income $ 154,800
Material Cost $ 46,870 Energy Costs $ 1,062
Wages, Salaries and Benefits $ 28,125 Other Costs $ 998
Total Value Stream Cost $ 77,055Value Stream Profit $ 77,745
Value Stream Profit % 50.22%
Income per Unit Sold $ 1.72Material Cost per Piece processed in Cell 1 $ 0.49
Total Value Stream Cost per unit sold $ 0.86
1,062 28,125
998
1.720.490.86
© 2009 BMA Inc. All rights reserved
Week 32: Option 2, Combine cells 3 and 4Income $ 156,000
Material Cost $ 47,827 Energy Costs $ 1,113
Wages, Salaries and Benefits $ 30,937 Other Costs $ 998
Total Value Stream Cost $ 80,875Value Stream Profit $ 75,125
Value Stream Profit % 48.16%
Income per Unit Sold $ 1.73Material Cost per Piece processed in Cell 1 $ 0.50
Total Value Stream Cost per unit sold $ 0.90
1,113 30,937
998
1.730.500.90
© 2009 BMA Inc. All rights reserved
ANSWER SHEET OPTION 1
Week 32: Option 1, Combine cells 1 and 2 Empty Space
Injection Moulding and
Deflashing Machining AssemblyCell 1 Cell 1A Cell 3 Cell 4
Employee CapacityTotal Available Time (seconds) 0 540,000 540,000 1,620,000
Productive Time (seconds) 0 520,831 454,543 1,349,993Productive Capacity 0.00% 96.45% 84.17% 83.33%
Time lost to scrap (seconds) - 5,261 18,939 13,636 Time lost to Downtime (seconds) - - 1,800 -
Time lost to Changeovers (seconds) - 4,800 24,000 - Time in meetings/ 5S (seconds) - 9,000 9,000 9,000
Total Non-Productive Time (seconds) 0 19,061 53,739 22,636
Non-Productive Capacity 0.00% 3.53% 9.95% 1.40%
Available Capacity 0.00% 0.02% 5.87% 15.27%
Empty Space
Injection Moulding and
Deflashing Machining AssemblyCell 1 Cell 1A Cell 3 Cell 4
© 2009 BMA Inc. All rights reserved
ANSWER SHEET OPTION 2
Week 32: Option 2, Combine cells 3 and 4Injection Moulding Deflashing
Machining and Assembly Empty Space
Cell 1 Cell 2 Cell 3A Cell 4Employee Capacity
Total Available Time (seconds) 270,000 540,000 2,160,000 0
Productive Time (seconds) 183,656 454,548 1,800,009 0Productive Capacity 68.02% 84.18% 83.33% 0.00%
Time lost to scrap (seconds) 7,652 4,591 18,182 - Time lost to Downtime (seconds) - - 1,800 -
Time lost to Changeovers (seconds) 4,800 - 24,000 - Time in meetings/ 5S (seconds) 9,000 9,000 9,000 -
Total Non-Productive Time (seconds) 21,452 13,591 52,982 0
Non-Productive Capacity 7.95% 2.52% 2.45% 0.00%
Available Capacity 24.03% 13.31% 14.21% 0.00%
Injection Moulding Deflashing
Machining and Assembly Empty Space
Cell 1 Cell 2 Cell 3A Cell 4
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28 Week 29 Week 30 Week 31Week 32: Option 1
Performance DataQuantity Processed and Sold 60,061 60,000 70,000 90,000 90,000
Value Stream First Time Through % 60% 78% 78% 90% 94%Value Stream On Time Delivery % 50% 75% 75% 88% 93%
Sales per Employee $ 6,111 6,100 6,933 7,036 7,740 Value Stream Cost per Unit Sold $ 1.30 1.11 1.04 0.91 0.86
Capacity at Bottleneck Cell 4 4 4 3 1AProductive Capacity at Bottleneck % 111.22% 111.11% 97.22% 84.18% 96.45%
Non-Productive Capacity at Bottleneck % 7.52% 4.27% 3.48% 9.95% 3.53%Available Capacity at Bottleneck % -18.75% -15.38% -0.71% 5.87% 0.02%
Financial PerformanceIncome $ 110,000 109,800 124,800 154,800 154,800
Material Cost $ 49,400 37,860 44,170 48,823 46,870 Energy Costs $ 1,541 1,541 1,541 1,233 1,062
Wages, Salaries and Benefits $ 25,937 25,937 25,937 30,937 28,125 Other Costs $ 998 998 998 998 998
Total Value Stream Cost $ 77,876 66,336 72,646 81,992 77,055 Value Stream Profit $ 32,124 43,464 52,154 72,808 77,745
Value Stream Profit % 29.20% 39.58% 41.79% 47.03% 50.22%
Week 32: Option 1
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28 Week 29 Week 30 Week 31Week 32: Option 2
Performance DataQuantity Processed and Sold 60,061 60,000 70,000 90,000 90,000
Value Stream First Time Through % 60% 78% 78% 90% 94%Value Stream On Time Delivery % 50% 75% 75% 88% 91%
Sales per Employee $ 6,111 6,100 6,933 7,036 7,091 Value Stream Cost per Unit Sold $ 1.30 1.11 1.04 0.91 0.90
Capacity at Bottleneck Cell 4 4 4 3 2Productive Capacity at Bottleneck % 111.22% 111.11% 97.22% 84.18% 84.18%
Non-Productive Capacity at Bottleneck % 7.52% 4.27% 3.48% 9.95% 2.52%Available Capacity at Bottleneck % -18.75% -15.38% -0.71% 5.87% 13.31%
Financial PerformanceIncome $ 110,000 109,800 124,800 154,800 156,000
Material Cost $ 49,400 37,860 44,170 48,823 47,827 Energy Costs $ 1,541 1,541 1,541 1,233 1,113
Wages, Salaries and Benefits $ 25,937 25,937 25,937 30,937 30,937 Other Costs $ 998 998 998 998 998
Total Value Stream Cost $ 77,876 66,336 72,646 81,992 80,875 Value Stream Profit $ 32,124 43,464 52,154 72,808 75,125
Value Stream Profit % 29.20% 39.58% 41.79% 47.03% 48.16%
Week 32: Option 2
© 2009 BMA Inc. All rights reserved
SUMMARY BOX SCORES
Week 28 Week 29 Week 30 Week 31Week 32: Option 1
Week 32: Option 2
Performance DataQuantity Processed and Sold 60,061 60,000 70,000 90,000 90,000 90,000
Value Stream First Time Through % 60% 78% 78% 90% 94% 94%Value Stream On Time Delivery % 50% 75% 75% 88% 93% 91%
Sales per Employee $ 6,111 6,100 6,933 7,036 7,740 7,091 Value Stream Cost per Unit Sold $ 1.30 1.11 1.04 0.91 0.86 0.90
Capacity at Bottleneck Cell 4 4 4 3 1A 2Productive Capacity at Bottleneck % 111.22% 111.11% 97.22% 84.18% 96.45% 84.18%
Non-Productive Capacity at Bottleneck % 7.52% 4.27% 3.48% 9.95% 3.53% 2.52%Available Capacity at Bottleneck % -18.75% -15.38% -0.71% 5.87% 0.02% 13.31%
Financial PerformanceIncome $ 110,000 109,800 124,800 154,800 154,800 156,000
Material Cost $ 49,400 37,860 44,170 48,823 46,870 47,827 Energy Costs $ 1,541 1,541 1,541 1,233 1,062 1,113
Wages, Salaries and Benefits $ 25,937 25,937 25,937 30,937 28,125 30,937 Other Costs $ 998 998 998 998 998 998
Total Value Stream Cost $ 77,876 66,336 72,646 81,992 77,055 80,875 Value Stream Profit $ 32,124 43,464 52,154 72,808 77,745 75,125
Value Stream Profit % 29.20% 39.58% 41.79% 47.03% 50.22% 48.16%
Week 28 Week 29 Week 30 Week 31Week 32: Option 1
Week 32: Option 2
Top Related