Read the “Beck Manufacturing” case study in Chapter 8 of your text. In a three- to four-page paper, address the following:
Calculate the capacity of each machine center and the capacity of the system.
Analyze where the focus of the company’s efforts should be if Beck wants to expand capacity. Determine how much extra capacity he can get without causing another operation to become the bottleneck.
Suggest ways Beck can expand capacity without purchasing new equipment.
Your paper should be in paragraph form (avoid the use of bullet points) and supported with the concepts outlined in your text and additional scholarly sources.
Submit your three- to four-page paper (not including the title and reference pages). Your paper must be formatted according to APA style and must cite at least three scholarly sources.

Case study is below
Case Study

BeckManufacturing

AlBeck, president ofBeckmanufacturing, wants to determine the capacity of his facility, which produces steering gears for auto manufacturers.He has asked you to sort through the data and determine the capacity of the system and how that capacity may be increased. The operation isa product layout that produces large numbers of nearly identical products. The process includes milling, grinding, boring, drilling, andassembling, in that order. Each finished product requires one operation on each type of machine. For example, each finished part is processedon one of the five milling machines, one of the seven grinding machines, etc.

The facility runs two 8-hour shifts per day, with a third shift for maintenance. The industrial engineering department has provided you with thefollowing data on present operations. In addition, you have been told that assembly operations, while not unlimited, can be easily changed tomeet the need.

Operation Number ofMachines Run Time per Piece (min.) % Reject Rate
Milling 5 2 3
Grinding 7 3 5
Boring 3 1 2
Drilling 6 2.5 7
Calculate the capacity of each machine center and the capacity of the system.
IfBeck wants to expand capacity, where should he focus the company’s efforts? How much extra capacity can he get without causing anotheroperation to become the bottleneck?
How may Mr.Beck expand capacity without purchasing new equipment? Be specific.