Procurement

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Executive Summary……………………………………………………2 1. Introduction……………………………………………………….….3 2. Production line……………………………………….………………3 3. Managerial challenges of LWT……………………………………..5 4. Job shop………………………………………………………………5 5. Managerial challenges of LWT…………………………………….7 6. Recommendation……………………………………………………8 8. Conclusion……………………………………………………………9 7. References…………………………………………………..………10

Executive Summary
The purpose of this report is to analyze and research two types of manufacturing processes are used by Loganville Window Treatments, one of is production line and the other is job shop. Longanville Window Treatments produce interior shutters in Georgia and then sell products to decorating centers for nearly 50 years. LWT’s traditional manufacturing process is to produce a limited mxi of standard of interior shutters. When the products are ordered by decorating center, products would be delivered into. When LWT uses production line, the customization is low and customization level is make-to-stock. Although production line could produce large amount of production and high inventory, but consumer’s requirements on products are still changing. Therefore, LWT has to face its managerial challenges. On the other hand, LWT has already recognized new competition from Chinese competitor, LWT demonstrates to change its production line process to job shop. Job shop is the level of make-to-order, it depends on what consumer’s need and producing. However, it also has its managerial challenges, such as unpredictable service package. And there are some recommendations which have been addressed in order to help Chuck Keown identify job shop is more or less difficult to manage than the production line. Job shop has its own benefit to satisfy consumer, such as conformance quality and flexibility. Otherwise, job shop also has to face its disadvantages and tries to overcome it, such as productivity, efficiency, and cost and cycle time.

1. Introduction
Longanville Window Treatments produce interior shutters in Georgia and then sell products to decorating centers for nearly 50 years. In the past few decades, LWT still produced a limited mix of standard products. When decorating center call for inventory, standardized interior shutters would be delivered though decorating center. Now, Chinese competitor entered into the market, LWT has to change its manufacturing process in order to win the competition. Now, president of LWT, Chuck Keown has decided to contact consumer directly. This report will focus on addressing the old manufacturing process and its customization, and its managerial challenges. In the second part, new manufacturing process has been demonstrated to be used, and its new managerial challenges. In the last part, the positive and negative effects of new manufacturing process would be addressed compared with old process. Moreover, how would LWT use new manufacturing process to win the competition and how could LTW recognize new process’s disadvantages and overcome it.

2. Manufacturing process – Production line
Manufacturing process is playing a significant role as a strategy of companies. There are many different types of manufacturing processes, such as production lines, continuous flow manufacturing and job shops. And they also have their strengths and weaknesses. In the scenario, Loganville Window Treatments produces a limited mix of standard interior shutters. LWT would eventually produce 500 to 1000 batches for each time when it produces. According to the scenario, production line is used by LWT as significant manufacturing process as of 2004. Production line is used to produce a limited range of standard products with identical or highly similar products (Bozarth and Handfield2006). Moreover, the form of product can be broken into discrete units in production line (Bozarth and Handfield2006). In the case, LWT often use six different styles of...
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