CBF has hired you to help them determine why they cannot produce 1,000 boards a day.1. What type of process flow structure does CBF use? The company uses a batch shop process flow structure. CBF, Inc. bases its board manufacturing process on the average job size or its typical order. This means that the company proceeds with the production process in batches to meet the specific needs of each order. The typical contract the company currently gets is 60 boards per order. However, due to persistent manufacturing defects, they produce a total of 75 boards per batch to make up for the 20% of boards that are normally rejected during the process.2. Represent the process in a similar way to Exhibit 6.7. According to the book, the diagram is a sheet of operations and routes that specifies the operations and process routing for a particular part. It conveys information such as the type of equipment, tools, and operations needed to complete the particular part. The "Setup Hr." field is obtained by dividing the setting (minutes per job, as shown in table 6.9) by 60 minutes. Similarly, the hourly capacity of each operation (Pc. Hr. Rate) is solved by dividing 60 minutes by the trip (minutes per part, as shown in table 6.9).3. Analyze process capability. The first thing to consider is the process of cleaning and coating the boards. This particular process involves setting up the machines, loading the panels, and the machines actually cleaning and coating said panels. From the above calculations, it is clearly illustrated that there is a disparity between loading the boards into the machines and the result of cleaning and coating......half of the paper......e.g. 2) Improve or redesign cleaning and coating machines to improve capacity. Basically, the goal of the recommendations is to reduce disparities between the capabilities of the processes involved. Ideally, their results should be the same, otherwise similar to the previous and subsequent procedures, in order to achieve an efficient manufacturing process. The company is also faced with a 20% waste rate, which is completely unacceptable. Many of the cards produced are wasted and many resources are compromised. It also contributes to the production effort, as the production team has to start with at least 20% more than the required production just to compensate for the defects. CBF, Inc. should implement a more stringent supervision/monitoring program of production processes in order to identify and stop the cause of these defects.