Question 1: Lean Operations (two measures)

As an equipment provider for several Olympic cyclists, Carbon Bike Frames (CBF) operates a very expensive wind tunnel facility near San Diego, California. The wind tunnel is used to find the best compromise between ergonomics and aerodynamics for the cyclist. Presently, more and more cyclists are interested in CBF's services, and so the company considers building a second facility. However, given the enormous costs of the wind tunnel, it also wants to explore a more effective use of the current facility. An initial data collection reveals that: The standard fitting time for a cyclist is 2 hours. On average, the wind tunnel is used for 7 fitting procedures a day (new customers or customers who want a refit). The wind tunnel is available 24 hours a day. CBF offers a free second session if it turns out that the bike fit was done incorrectly. About 2 out of 7 the customers come back for such a refit, which takes the same amount of time as the initial fit. Twenty minutes of each fitting procedure is spent setting up the bike on a stationary trainer and getting the athlete ready. Almost all of this could happen outside the wind tunnel; that is, while another fitting procedure is still going on. About one day out of 10, the wind tunnel is down for maintenance or repair. The wind tunnel can be used 24 hours a day. The OEE of the wind tunnel is