Maurice Tutor

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About Maurice Tutor

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Teaching Since: May 2017
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  • MCS,PHD
    Argosy University/ Phoniex University/
    Nov-2005 - Oct-2011

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  • Professor
    Phoniex University
    Oct-2001 - Nov-2016

Category > Accounting Posted 11 Aug 2017 My Price 11.00

Victoria Hair Salon

Victoria Hair Salon styles hair in three operations washing, cutting/setting, and drying, and charges $25 per styling. (Each styling is one unit.) Victoria styles hair on a walk-in basis and does not take appointments; customers who face a wait walk across the street to another salon. Victoria's owners find it has a cutting/setting bottleneck on Saturdays due to a limited number of stylists. The bottleneck exists for a total of eight hours each Saturday. Pertinent information follows: Washing Cutting/setting Drying Hourly capacity 30 Units 12 Units 15 Units
Saturday capacity 240 Units 96 Units 120 Units Actual Saturday production 96 Units 96 Units 96 Units

Each hair styling has variable costs of $10. Victoria's output is constrained by the 96 units of cutting/setting capacity. Two options exist that can relieve the bottleneck at the cutting/ setting operation. Consider the differential costs associated with each of the following options to determine the impact on throughput.
Option a. Victoria can increase bottleneck output by hiring one nonstylist employee to prepare customers for the cutting/setting by washing and combing their hair. This would increase the cutting/setting capacity to 120 each Saturday. The cost for this additional employee is $100 per Saturday.
Option b. Victoria could hire another stylist for each Saturday, increasing the cutting/ setting capacity to 108 each Saturday and costing an additional $200 per Saturday.
Should Victoria's owner go ahead with either of the two options? Why or whynot?

Answers

Maurice Tutor
(5)
Status NEW Posted 11 Aug 2017 05:08 PM My Price 11.00

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