Managing a Short Product Life Cycle at Littlefield Labs Background In early January‚ Littlefield Labs (LL) opened its first and only highly automated lab to test blood samples. LL receives the samples from local hospitals and clinics and processes the samples using disposable kits. After 360 days of operation the lab will cease operations‚ shut down‚ and dispose of any remaining kit inventories. Neither capacity nor inventory has a salvage value after the lab shuts down. Marketing has sketched the
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Littlefield Labs 1 Capacity Management at Littlefield Labs I. Introduction There are 3 stations in the game called sample preparing‚ testing‚ and centrifuging‚ while there are 4 steps to process the jobs. Before the game started‚ we tried to familiarize with the process of the laboratories and calculating the costs (both fixed and variable costs) based on the information on the sheet given. We did not intend to buy any machines too early‚ as we wanted to see the demand fluctuation and the
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Overview and Objectives The game was held over a week and enabled us to increase our understanding of inventory management at the production stage in the supply chain. In this game‚ the objective was to accomplish production and delivery of the production within 3 days of lead time. Over the course of the game‚ we were to monitor the production numbers and make adjustments through the number of machines which we owned. Machines affected the revenues through the purchases and the goal was to obtain
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Little Field 1 Report Paper Team Bigfield Michael Cambell Donovan Ricks Robert Sorum Van Sy I. Team Dynamics For the Little field 1 project our team‚ Bigfield‚ consisted of four people. First we have Michael Cambell‚ his number is 707-450-9523 and his email is: theonebras@aol.com. Next is Donovan Ricks‚ his number is 916-284-5028 and his email is: Donny.Rix_84@yahoo.com. Next is Robert Sorum‚ his number is 530-219-4173 and his email is: rtsorum@gmail.com. And
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capacity management - the meaning of capacity Introduction The capacity of a production unit (e.g. machine‚ factory) is its ability to produce or do that which the customer requires. In production and operations management‚ three types of capacity are often referred to: Potential Capacity | The capacity that can be made available to influence the planning of senior management (e.g. in helping them to make decisions about overall business growth‚ investment etc). This is essentially a long-term
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ca CAPACITY AND DEMAND MANAGEMENT Capacity can be defined as ‘the maximum level of value added activity over a period of time that the service process can achieve under normal operating conditions’. (Johnston and Clark‚ 2001) The essential task of capacity management is to look at the current performance of a service identify any bottle necks‚ understand the workload places on it and the underlying business drivers that may affects future traffic. The next task is to access the workload growth
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Littlefield Simulation1 Team Synergy discussed our strategy for the Littlefield Simulation. Following is the timeline summarizing the decisions we made and the justification for those decisions. Day 50 – Bought machine for Station 1 When we first evaluated our factory‚ we noticed from days 1 to 50‚ the bottleneck was mainly Station 1. Most days‚ however‚ we were able to make our $1000 revenue. Therefore‚ our team decided that buying another machine for Station 1 would help move the bottleneck
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Stanford University Graduate School of Business rev. August 2004 Managing Customer Responsiveness at Littlefield Technologies Background Littlefield Technologies (LT) has developed another DSS product. The new product is manufactured using the same process as the product in the assignment “Capacity Management at Littlefield Technologies” — neither the process sequence nor the process time distributions at each tool have changed. On day 0‚ the factory began operations with three stuffers‚
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LittleField (1) What was your initial strategy and how/why did you change your strategy during the game?. (2) Which concepts that you learned in this course did you apply in making your decisions? Explain. (3) What did you learn from the game? General Strategy Getting into the game our strategy was to identify the bottleneck in the process and maximize its utilization. We were aiming to balance our stock so a new stock will arrive every 4 days‚ and the current stock will not run out (but will get
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Littlefield Technologies Game 2 Strategy – Group 28 1. CUSTOMER ORDERS AND ORDERS WAITING FOR MATERIAL: When considering the demand level and changes‚ we would configure a time series of that data using short range forecasting. Time series are important because they are often the drivers of decision models. Trend projection and regression analysis models will be used to forecast the future demand as the growth of the demand increases at a lower level‚ increases to a higher level‚ and then decreases
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