Question: Can somebody please provide an answer along with steps to.....

A B C D LM NO P 9 Background Gordon's Distribution Company (GDC) has been a family owned business for the last 80 years. It started as a 10 wholesale distributor to small grocery stores. It then expanded into delivering foods to restaurants. When warehouse 11 stores developed, it adjusted its business model to create smaller box warchouse stores for retail customers, similar 12 to Sarn's Club and Costco. While doing that it maintained its other two business lines of distribution 13 to grocery stores and delivering food to restaurants. It found synergies between these three business lines, in that 14 as it developed a deli-service to attract retail customers to its Gordon Warehouse store some products from the 15 dell could be delivered through its food distribution to small grocery stores and to restaurants 16 Marysa Gordon is the current President of GDC and is evaluating how GDC should evolve now. In her view 17 GDC is threatened by competition from Amazon Go Grocery Stores, Aldi grocery stores and Walmart Neighborhood Markets. 18 At this paint the competition is limited, but Marysa thinks it is growing rapidly and is starting to take market share 19 from the existing three lines of GDC's business. But, before just opening a small store modeled on Aldi or 20 Amazon Go, Marysa wants to ensure that there is enough flexibility and capacity in the regional warehouses that 21 support the existing lines of business to support a fourth line of business. She has asked you to examine 22 the flow of work in the regional warehouse 23 Your investigation of the flow of work at the regional warehouse has shown the following: 24 1 About 20% of the orders filled by the reponal warehouse are for distribution to small grocery 25 stores. These stores are clustered in the core urban areas or in the rural areas. Their 26 primary competitors are Dollar General Stores etc. Delivery lead times are important to them 27 because they sell at a higher markup than Dollar General and they try to attract customers by having 28 fresher perishables and small deli offerings. GDC has routes set up that deliver 2 times a week 29 2 About 40% of the orders filled by the regional warehouse are for distribution to small restaurants. 30 The characteristic that the restaurants prefer from GDC is that the lead time is 1 day. 31 If the restaurant places an order by 4PM, it will receive delivery by 10:00 AM the next day. 32 The average daily order from these restaurants is $500 in frozen meats and $300 in prepared foods . 33 3 About 40% of the orders filled by the regional warehouse are for GDC's "Gordon Warehouse' stores 34 for the retail customer. These are filled daily. About 20% of the orders are for partially 35 prepared foods from the GDC food prep center attached to the regional warehouse This food's preparation 36 is finished once it arrives at the Gordon Warehouse store. Another 60% of the orders is 37 for dry goods (eg. cereal, sugar, flour, cooking oils etc.). The remaining 20% of the orders is 38 for seasonal specials to attract the retail customer. For example, a special an lawn chairs and ice chests and 39 picnic supplies was conducted during June of this year. 40 ICE After an initial evaluation of the existing lines of business supported by the GDC warehouse, you determined that the most 41 expensive portion of the storage capacity was the frozen foods. You gathered the folowing information 42 about the GDC frozen foods (referred to as ICE within GDC). To simplify the analysis you decided to examine the ICE processusing a 43 "case" as the flow unit. ICE has a daily volume of 1000 cases. On average 30% of these are for 44 distribution to small grocery stores. To simplify filling these orders, ICE has a crate designated for each grocery store on its route 45 ICE begins picking the foods for these groceries at 2 AM so it can have trucks leaving the warehouse at 7AM. 46 To fill an order, a GDC team member goes to the Order Board and takes the next order. On average each order 47 requires loading 20 cases into a store's crate. To do this the team member takes their pallet jack (i.c., a hand pulled 48 vehicle designed to hold cases) into each frezer. This ORDER START actMylie, take order off of Order Board, walk to pallet jack 49 place empty pallet on pallet jack and walk to freezer door takes 3 minutes 50 The picker goes through the freezers in sequence. There are 5 freezers arranged in a row. The picker starts 51 at freezer 1 and goes through them from front to back. On average it takes a picker 1 minute to walk through a freezer and 52 another 1 minute to pick each case found in a freezer. On average the picker selects 3 3 cases from 53 freerers 1 & 2 4 cases from freezer and 5 cases from freezers 4 & 5. After leaving freezer 5, the picker 54 moves cases on the pallet jack to the crate, taking 1 minute. The picker takes 2. min to retum ta the Order Board 55 1 2 During the 2AM ta 7AM shift the workers take one 30 minute break. Calculate the TAKT time required for ICE to meet 56 customer demand measured as orders. 57 Takt- minutes 58 AN/A 59 60 2 2 What is the unit load required for each activity? 61 Activity Unit Load 62 Order Start ANA 63 Freezer 1 MN/A 64 Freezer 2 #N/A 65 Freezer 3 #N/A 66 Freeze 41 AN/A 67 Freezer 5 MN/A 68 Load Cratel #N/A 69 Return to Order Board #N/A 70 71 3 2 If all of the orders are at the Order Board at the beginning of the shift, on average how many orders are at the order 72 board over the time of the shift? (i.c, what is the cycle inventory of orders at the Order Board 73 Lander minutes 74 / #N/A 75 4 6 Draw a process flow diagram that shows each individual freezer as a separate actity. The flow unit should be Order 76 Do not consider the inventory of frozen foods in the freezers. Consider only the inventory of orders at the Order Board 77 78 79 80 81 82 83 84 85 86 87 88 89 5 2 What is the average time to fill an average order for a grocery store from the ICE process? 90 Tam minutes 93 6 3 What is the capacity of each picker, measured as orders per shift? Capacity of one picker= orders / shift #N/A 94 95 96 97 7 98 99 100 101 102 103 3 ICE currently has 6 pickers working during the 2 AM to 7 AM shift. If they are only picking orders for the grocery stores, what is their utilization, considering only time available and time per order? utilization picker minutes #N/A 8 104 105 106 107 108 3 As a way of measuring the performance of each picker, ICE keeps a separate order queue for each picker. The computer at the order board gives each picker their next order. The computer places 1 new order into each picker's queue at the order board every 20 minutes. There is no variance in the order arrival rate. There are differences though in the picker's ability to process orders. The coefficient of variation of order processing for each picker is given below. Calculate the number in their personal order queue if all have the same utilization. Coefficient of Variation of Number of Orders in Processing Picker's Queue Picker 1 1 #N/A Picker 2 1.25 #N/A Picker 3 0.75 #N/A Picker 4 0.9 #N/A Picker 5 0.85 #N/A Picker 6 0.65 #N/A 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 5 You did a survey of small restaurant customers who are served by the ICE team. You have received the following negative comments about their service. Create a Pareto diagram below. State your conclusion. (Insert rows below as needed) Category Number Supplies received do not match supplies ordered 18 Frozen foods received above critical temperature 45 Delivery was more than 1 hour after specified time 8 Minimum order size too large 11 Outside of case containers damanaged 63 Invoices received are often not accurate 6 Delivery drivers will not take cash for payment 4 Discount given only if bank transfer done within 24 hours 2 Higher volume foods were often stocked out or rationed 44 124 125 126 127 128 129 130 A B C D LM NO P 9 Background Gordon's Distribution Company (GDC) has been a family owned business for the last 80 years. It started as a 10 wholesale distributor to small grocery stores. It then expanded into delivering foods to restaurants. When warehouse 11 stores developed, it adjusted its business model to create smaller box warchouse stores for retail customers, similar 12 to Sarn's Club and Costco. While doing that it maintained its other two business lines of distribution 13 to grocery stores and delivering food to restaurants. It found synergies between these three business lines, in that 14 as it developed a deli-service to attract retail customers to its Gordon Warehouse store some products from the 15 dell could be delivered through its food distribution to small grocery stores and to restaurants 16 Marysa Gordon is the current President of GDC and is evaluating how GDC should evolve now. In her view 17 GDC is threatened by competition from Amazon Go Grocery Stores, Aldi grocery stores and Walmart Neighborhood Markets. 18 At this paint the competition is limited, but Marysa thinks it is growing rapidly and is starting to take market share 19 from the existing three lines of GDC's business. But, before just opening a small store modeled on Aldi or 20 Amazon Go, Marysa wants to ensure that there is enough flexibility and capacity in the regional warehouses that 21 support the existing lines of business to support a fourth line of business. She has asked you to examine 22 the flow of work in the regional warehouse 23 Your investigation of the flow of work at the regional warehouse has shown the following: 24 1 About 20% of the orders filled by the reponal warehouse are for distribution to small grocery 25 stores. These stores are clustered in the core urban areas or in the rural areas. Their 26 primary competitors are Dollar General Stores etc. Delivery lead times are important to them 27 because they sell at a higher markup than Dollar General and they try to attract customers by having 28 fresher perishables and small deli offerings. GDC has routes set up that deliver 2 times a week 29 2 About 40% of the orders filled by the regional warehouse are for distribution to small restaurants. 30 The characteristic that the restaurants prefer from GDC is that the lead time is 1 day. 31 If the restaurant places an order by 4PM, it will receive delivery by 10:00 AM the next day. 32 The average daily order from these restaurants is $500 in frozen meats and $300 in prepared foods . 33 3 About 40% of the orders filled by the regional warehouse are for GDC's "Gordon Warehouse' stores 34 for the retail customer. These are filled daily. About 20% of the orders are for partially 35 prepared foods from the GDC food prep center attached to the regional warehouse This food's preparation 36 is finished once it arrives at the Gordon Warehouse store. Another 60% of the orders is 37 for dry goods (eg. cereal, sugar, flour, cooking oils etc.). The remaining 20% of the orders is 38 for seasonal specials to attract the retail customer. For example, a special an lawn chairs and ice chests and 39 picnic supplies was conducted during June of this year. 40 ICE After an initial evaluation of the existing lines of business supported by the GDC warehouse, you determined that the most 41 expensive portion of the storage capacity was the frozen foods. You gathered the folowing information 42 about the GDC frozen foods (referred to as ICE within GDC). To simplify the analysis you decided to examine the ICE processusing a 43 "case" as the flow unit. ICE has a daily volume of 1000 cases. On average 30% of these are for 44 distribution to small grocery stores. To simplify filling these orders, ICE has a crate designated for each grocery store on its route 45 ICE begins picking the foods for these groceries at 2 AM so it can have trucks leaving the warehouse at 7AM. 46 To fill an order, a GDC team member goes to the Order Board and takes the next order. On average each order 47 requires loading 20 cases into a store's crate. To do this the team member takes their pallet jack (i.c., a hand pulled 48 vehicle designed to hold cases) into each frezer. This ORDER START actMylie, take order off of Order Board, walk to pallet jack 49 place empty pallet on pallet jack and walk to freezer door takes 3 minutes 50 The picker goes through the freezers in sequence. There are 5 freezers arranged in a row. The picker starts 51 at freezer 1 and goes through them from front to back. On average it takes a picker 1 minute to walk through a freezer and 52 another 1 minute to pick each case found in a freezer. On average the picker selects 3 3 cases from 53 freerers 1 & 2 4 cases from freezer and 5 cases from freezers 4 & 5. After leaving freezer 5, the picker 54 moves cases on the pallet jack to the crate, taking 1 minute. The picker takes 2. min to retum ta the Order Board 55 1 2 During the 2AM ta 7AM shift the workers take one 30 minute break. Calculate the TAKT time required for ICE to meet 56 customer demand measured as orders. 57 Takt- minutes 58 AN/A 59 60 2 2 What is the unit load required for each activity? 61 Activity Unit Load 62 Order Start ANA 63 Freezer 1 MN/A 64 Freezer 2 #N/A 65 Freezer 3 #N/A 66 Freeze 41 AN/A 67 Freezer 5 MN/A 68 Load Cratel #N/A 69 Return to Order Board #N/A 70 71 3 2 If all of the orders are at the Order Board at the beginning of the shift, on average how many orders are at the order 72 board over the time of the shift? (i.c, what is the cycle inventory of orders at the Order Board 73 Lander minutes 74 / #N/A 75 4 6 Draw a process flow diagram that shows each individual freezer as a separate actity. The flow unit should be Order 76 Do not consider the inventory of frozen foods in the freezers. Consider only the inventory of orders at the Order Board 77 78 79 80 81 82 83 84 85 86 87 88 89 5 2 What is the average time to fill an average order for a grocery store from the ICE process? 90 Tam minutes 93 6 3 What is the capacity of each picker, measured as orders per shift? Capacity of one picker= orders / shift #N/A 94 95 96 97 7 98 99 100 101 102 103 3 ICE currently has 6 pickers working during the 2 AM to 7 AM shift. If they are only picking orders for the grocery stores, what is their utilization, considering only time available and time per order? utilization picker minutes #N/A 8 104 105 106 107 108 3 As a way of measuring the performance of each picker, ICE keeps a separate order queue for each picker. The computer at the order board gives each picker their next order. The computer places 1 new order into each picker's queue at the order board every 20 minutes. There is no variance in the order arrival rate. There are differences though in the picker's ability to process orders. The coefficient of variation of order processing for each picker is given below. Calculate the number in their personal order queue if all have the same utilization. Coefficient of Variation of Number of Orders in Processing Picker's Queue Picker 1 1 #N/A Picker 2 1.25 #N/A Picker 3 0.75 #N/A Picker 4 0.9 #N/A Picker 5 0.85 #N/A Picker 6 0.65 #N/A 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 5 You did a survey of small restaurant customers who are served by the ICE team. You have received the following negative comments about their service. Create a Pareto diagram below. State your conclusion. (Insert rows below as needed) Category Number Supplies received do not match supplies ordered 18 Frozen foods received above critical temperature 45 Delivery was more than 1 hour after specified time 8 Minimum order size too large 11 Outside of case containers damanaged 63 Invoices received are often not accurate 6 Delivery drivers will not take cash for payment 4 Discount given only if bank transfer done within 24 hours 2 Higher volume foods were often stocked out or rationed 44 124 125 126 127 128 129 130