CBF has hired you to help determine why they are unable to produce the 1,000 boards per day.1. What type of process flow structure does CBF use? The company uses a batch workshop process flow structure. CBF, Inc. bases its card manufacturing process on the average job size or typical order. This means that the company carries out the manufacturing process in batches in order to meet the specific requirements of each order. The typical contract the company currently gets is 60 boards per order. However, due to ongoing factory defects, they make a total of 75 boards per batch in order to make up for 20% of the boards they typically reject during the process.2. Represent the process in a manner similar to Exhibit 6.7. According to the book, the diagram is an operation and route sheet that specifies the operations and routing of the process for a particular part. It conveys information such as the type of equipment, tooling and operations required to make the particular part. The “Setup Hr.” is obtained by dividing the configuration (minutes per task, as shown in Exhibit 6.9) by 60 minutes. Similarly, the hourly capacity of each operation (Rate Pc. Hr.) is solved by dividing 60 minutes by the run (minutes per part, as shown in Exhibit 6.9).3. Analyze process capacity. The first thing to consider is the process of cleaning and coating the boards. This particular process involves setting up the machines, loading the boards, and the actual cleaning and coating of said boards by the machines. From the above calculations, it is clearly illustrated that there is a disparity between the loading of the boards. the boards in the machines and the output of cleaning and coating...... middle of paper ......es. 2) Upgrade or redesign cleaning and coating machines to improve capacity. Basically, the aim of the recommendations is to reduce the disparities between the capabilities of the processes involved. Ideally, their yields should be equal to, if not similar to, the preceding and following procedures in order to achieve an efficient manufacturing process. The company is also facing a 20% rejection rate, which is absolutely unacceptable. Much of the cards produced are wasted and many resources are compromised. Additionally, this contributes to manufacturing pressure, as the production team must start with at least 20% more than the required yield just to account for defects. CBF, Inc. should implement a more rigid supervision/monitoring program of manufacturing processes in order to identify and stop the cause of these defects..