Problem One (5 marks); You are working with a manufacturing company that runs a 2-shift operation, five days a week. Factory operations start at 7:00 a.m. and end at 11:00 pm. Day shift is 7:00 to 3:00 and afternoon shift is from 3:00 to 11:00 One of the key processes there is a metal forming stage where cylindrical bars are formed into various shapes (see pic below). The employee feeds individual steel rods into a metal forming fixture, aligns them visually and then applies two bending operations back-to-back. Note that these are manual operations - the operator depresses a foot pedal to initiate each hydraulic forming step Operators are provided two 15 minute paid coffee breaks and one 30 minute unpaid lunch break. Operators earn 7.5 hours pay every day. On the day that you observed the forming operations, there were several downtimes reported. 22 minutes downtime waiting for raw materials to be provided to the operator at the start of afternoon shift. 8 minutes of downtime waiting for the next operation (power coating) to take finished product away. 19minutes maintenance-formed rods were jamming in the fixture and maintenance had to release hydraulic pressure. At the end of the day there were 5,190 parts produced (total from both shifts). Quality Control rejected 76 of these due to lack of symmetry (bends at wrong locations). The forming process has an ideal cycle time of 4.0 seconds for this two-stage operation. This can only be achieved with automatic (rapid) load and unload equipment. Problem One: Calculate the Overall Equipment Effectiveness for this one process. Problem Two (2 marks): The company is now looking to increase capacity to 10,000 units per day. Given the details above, what actions could you take and how much additional capacity would each action provide? Problem 3 For each of the categories of waste (DOWNTIME), provide one example from a non- manufacturing process (healthcare, government or financial services, restaurant, etc)