This report will analyze a proposal on how Woodbridge Foam could become more competitive through improvements in technology. This includes the saving of the companies money, shortening the design time for new products, decreasing quoting time and improving quality overall. By implementing a company wide CAD system, which would be networked together with each customer and all plants, these improvements could be achieved. Research will include interviewing various employees as to how business is done and what influences the winning or loosing of a contract. Research will also include study of both customer and competitors systems.
Project Scope & Current Evaluation Goals Supported by CAD Initiative:
In converting to a completely independent CAD system, there are a few aspects of operation which would be greatly improved. The first of the improvements would be the elimination of paper communication. The need to transfer large drawings using mylars would cease to be, thus helping provide a paper less environment. Another improvement as a result of CAD would be that of achieving much tighter tolerances in building new products. Using a CAD system, part designs could be received in an electronic format such as a math model. These models are currently in use by customers such as GM, BMW and Mercedes. The effect of having math models of all new products would enable a quicker turnaround in both quoting and production of products. CAD Vendors & Hardware Suppliers: Upon observing the various systems used by several customers and suppliers, the major CAD vendors worth consideration have been identified. Manufacturers of high quality workstations which have been distinguish are: Hewlett Packard (HP) IBM Silicon Graphics (SGI) SUN Premium, fully functional CAD solutions are: CATIA (Dassault / IBM) Computervision (Computervision / TSI) SDRC (SDRC / CAD Solutions) Unigraphics (EDS) Current System Description Success Factors: In implementing a new, otherwise foreign system into an established habitual way of doing things, there are several success factors which must be examined. If these factors are carefully thought over, a favorable shift from old to new may be obtained. Some critical success factors are as follows: Vendor availability - Will the chosen system supplier be readily available for technical support? Product engineering acceptance - Will those who are set in their ways be willing to abandon their habitual manner of operating? Training - Thorough training of all related employees must be completed before introduction of the new system. Data management - A new manner of recording all vital information must be established and proper procedures documented. Customer interface - Will the chosen system be compatible with those used by our customers and will needed data be easily convertible?
Currently, there are many aspects of our situation which present problems in coping with changing times, which in turn affect the development of technology. Some weaknesses in the company which curtail our affiliation with the developmental progress of our customers and suppliers are: We cannot easily accept electronic data; We must deal in manual drawings; We have many copies of similar drawings; We have multiple ECN levels; We have minimal CAD knowledge; We must perform manual volume calculations.
Threats to Business:
If procedures are not taken in order to improve on the present company weaknesses, there are bona fide threats which could potentially harm future progress and business. Once the weakness in the company have been effaced, the following threat to our business may be eliminated or greatly reduced. The immediate threats are: Suppliers may assume the design role; Competitors able to accept electronic input; No business with new products; Deterioration of communications; Lost productivity Process Description: As in most...