Refer to “The Wyndor Glass Co” case study on page 35 of the textbook- that was discussed in class last week where a weekly profit of $3,600 from the utilization of limited hours in the three plants was determined. Now, assuming that Wyndor would like to give priority to the production of the new Doors and Windows without restricting the weekly available hours on the three plants. Based on the market demand, Wyndor should also consider limiting the total weekly production of the doors and windows together to not more than 100 units, such that the weekly production of new windows should be at least twice the weekly production of new doors. In addition, your modified model should also consider the following restrictions on raw materials.

Each door requires 48 ft² of Aluminum and 24 ft² glass

Each window requires 20 ft² of Wood and 12 ft² glass

The materials weekly availability is 800 ft² of wood and 1000 ft² of aluminum and 1200 ft² of glass,

Based on the market demand, the number of windows to produce per week should be at least twice the number of doors produced.

(a) Utilize the original model for Wyndor Glass case to provide the algebraic, graphical, and spreadsheet models for the above resource allocation case. Solve your model then comment on the obtained results including a recommendation about (i) the optimal product mix that Wyndor should produce in order to maximize the profit while meeting all the new conditions in the case and (ii) the required number of hours that should be allocated in each plant to produce the recommended optimal mix.

(b) Describe the status of the available raw material on a weekly basis based on the optimal solution.

Refer to “The Wyndor Glass Co” case

 

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Jim Baker has had an excellent track record during his seven years as manager of new product development for the Wyndor Glass Company. Although the company is a small one, it has been experiencing considerable growth largely because of the innovative new products devel- oped by Jim's group. Wyndor's president, John Hill, has often acknowiedged publicly the key role that Jim has played in the recent success of the company. Therefore, John felt considerable confidence six months ago in asking Jim's group to develop the following new products: • An 8-foot glass door with aluminum framing. • 4-foot x 6-foot double-hung, wood-framed window. Although several other companies already had products mceting these specifications, John felt that Jim would be able to work his usual magic in introducing exciting new features that would establish new industry standards. Background The Wyndor Glass Co. produces high-quality glass products, including windows and glass doors that feature handcrafting and the finest workmanship. Although the products are expen- sive, they fill a market niche by providing the highest quality available in the industry for the most discriminating buyers. The company has three plants that simultaneously produce the components of its products. Plant i produces aluminum frames and hardware. Plant 2 produces wood frames. Plant 3 produces the glass and assembles the windows and doors. Because of declining sales for certain products, top management has decided to revamp the company's product line. Unprofitable products are being discontinued, releasing produc- tion capacity to launch the two new products developed by Jim Baker's group if management approves their release. The 8-foot glass door requires some of the production capacity in Plants I and 3, but not Plant 2. The 4-foot x 6-foot double-hung window needs only Plants 2 and 3. Management now needs to address two issues: 1. Should the company go ahead with launching these two new products? 2. If so, what should be the product mix-the number of units of cach produced per week- for the two new products? Management's Discussion of the Issues Having received Jim Baker's memorandum describing the two new products, John Hill now has called a meeting to discuss the current issues. In addition to John and Jim, the meet- ing includes Bill Tasto, vice president for manufacturing, and Ann Lester, vice president for marketing. Let's cavesdrop on the meeting. John Hill (president): Bill, we will want to rev up to start production of these products as soon as we can. About how much production output do you think we can achieve? Bill Tasto (vice president for manufacturing): We do have a little available production capacity, because of the products we are discontinuing, but not a lot. We should be able to achieve a production rate of a few units per week for each of these two products. John: Is that all? Bill: Yes. These are complicated products requiring careful crafting. And, as I said, we don't have much production capacity available. John: Ann, will we be able to sell several of cach per week? Ann Lester (vice president for marketing): Easily. Jim Baker has had an excellent track record during his seven years as manager of new product development for the Wyndor Glass Company. Although the company is a small one, it has been experiencing considerable growth largely because of the innovative new products devel- oped by Jim's group. Wyndor's president, John Hill, has often acknowiedged publicly the key role that Jim has played in the recent success of the company. Therefore, John felt considerable confidence six months ago in asking Jim's group to develop the following new products: • An 8-foot glass door with aluminum framing. • 4-foot x 6-foot double-hung, wood-framed window. Although several other companies already had products mceting these specifications, John felt that Jim would be able to work his usual magic in introducing exciting new features that would establish new industry standards. Background The Wyndor Glass Co. produces high-quality glass products, including windows and glass doors that feature handcrafting and the finest workmanship. Although the products are expen- sive, they fill a market niche by providing the highest quality available in the industry for the most discriminating buyers. The company has three plants that simultaneously produce the components of its products. Plant i produces aluminum frames and hardware. Plant 2 produces wood frames. Plant 3 produces the glass and assembles the windows and doors. Because of declining sales for certain products, top management has decided to revamp the company's product line. Unprofitable products are being discontinued, releasing produc- tion capacity to launch the two new products developed by Jim Baker's group if management approves their release. The 8-foot glass door requires some of the production capacity in Plants I and 3, but not Plant 2. The 4-foot x 6-foot double-hung window needs only Plants 2 and 3. Management now needs to address two issues: 1. Should the company go ahead with launching these two new products? 2. If so, what should be the product mix-the number of units of cach produced per week- for the two new products? Management's Discussion of the Issues Having received Jim Baker's memorandum describing the two new products, John Hill now has called a meeting to discuss the current issues. In addition to John and Jim, the meet- ing includes Bill Tasto, vice president for manufacturing, and Ann Lester, vice president for marketing. Let's cavesdrop on the meeting. John Hill (president): Bill, we will want to rev up to start production of these products as soon as we can. About how much production output do you think we can achieve? Bill Tasto (vice president for manufacturing): We do have a little available production capacity, because of the products we are discontinuing, but not a lot. We should be able to achieve a production rate of a few units per week for each of these two products. John: Is that all? Bill: Yes. These are complicated products requiring careful crafting. And, as I said, we don't have much production capacity available. John: Ann, will we be able to sell several of cach per week? Ann Lester (vice president for marketing): Easily.

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