team2presentation1
CUSTOM MOLDS INC.
CASE STUDY 1
MSC 303.103]
MAY 21, 2001
TEAM 2: Kristin Harvin, Jung Lee,
Andrea Price, Kadek Santi
Description
Established father-son business began with focus on molds and later expanded into the production of plastic parts has traditionally focused on quality, design of both molds and parts, mass production as well as customization total order numbers have remained the same, but clients’ needs have shifted
Issues
Changing strategies within their clients’ businesses changed order needs in an unexpected way total time from order placement to receipt by customer is much longer than promised more and more products defective bottlenecks in production
– can’t predict where, when, why
Analysis
Many issues are the result of general inefficiency in several departments
– offices: design conceptualization taking too long, ideas go back and forth between engineers and managers and customers far too much
– mold fabrication: needs have changed; need to make very small batches of many different designs, necessitating more runs on different settings (flexible flow strategy)
Analysis (cont.)
Parts fabrication (injection, assembly): needs to make large batches of the same design, necessitating fewer
(longer) runs on the same settings (line flow strategy) testing: could probably be more efficient in terms of time spent, and there are too many defects receiving, mixing, and shipping not apparently a problem; do not account for much time spent on project
Recommendations:
In mold fabrication: focus on many, small-capacity, specialized machines with more workers to oversee settings in parts fabrication (injection, assembly, cutting & trimming): focus on few, large capacity specialized machines with fewer workers, as there are few settings-changes to oversee
Recommendations (cont.):
Move testing area to more central location for more time-efficient movement of goods back and forth and increased, easier
CASE STUDY 1
MSC 303.103]
MAY 21, 2001
TEAM 2: Kristin Harvin, Jung Lee,
Andrea Price, Kadek Santi
Description
Established father-son business began with focus on molds and later expanded into the production of plastic parts has traditionally focused on quality, design of both molds and parts, mass production as well as customization total order numbers have remained the same, but clients’ needs have shifted
Issues
Changing strategies within their clients’ businesses changed order needs in an unexpected way total time from order placement to receipt by customer is much longer than promised more and more products defective bottlenecks in production
– can’t predict where, when, why
Analysis
Many issues are the result of general inefficiency in several departments
– offices: design conceptualization taking too long, ideas go back and forth between engineers and managers and customers far too much
– mold fabrication: needs have changed; need to make very small batches of many different designs, necessitating more runs on different settings (flexible flow strategy)
Analysis (cont.)
Parts fabrication (injection, assembly): needs to make large batches of the same design, necessitating fewer
(longer) runs on the same settings (line flow strategy) testing: could probably be more efficient in terms of time spent, and there are too many defects receiving, mixing, and shipping not apparently a problem; do not account for much time spent on project
Recommendations:
In mold fabrication: focus on many, small-capacity, specialized machines with more workers to oversee settings in parts fabrication (injection, assembly, cutting & trimming): focus on few, large capacity specialized machines with fewer workers, as there are few settings-changes to oversee
Recommendations (cont.):
Move testing area to more central location for more time-efficient movement of goods back and forth and increased, easier