Quick Changeover (SMED) As lean production is dependent upon small lot sizes‚ small lot sizes are dependent upon quick changeovers. If set-ups or changeovers are lengthy‚ it is mathematically impossible to run small lots of parts with low inventory because large in-process inventories must be maintained to feed production during changeovers. For example‚ large stamping dies commonly took hours to change until the development of quick die change methods (Single Minute Exchange of Die‚ or SMED).
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a wise investment‚ since Station 1 was in danger of becoming a bottleneck in production. Station 1 Utilization One of our team members conducted a full operations analysis. Using the analysis‚ demand for the 268 days of production was forecasted‚ and our strategy set accordingly. Day 71 On Day 71 Station 3 suddenly spiked to full capacity. The team made a rash decision to buy a 2nd machine at station 3 to avoid a bottleneck. The increase on Day 71 turned out to be a random spike; almost
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Jennifer Purifoy April 30‚ 2001 Page 1 of 3 Executive Summary for The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt The heart of this story is based around the life of Alex Rogo‚ Plant Manager for Uniware a division of Unico. After a very upset customer approaches Alex’s boss‚ Bill Peach‚ he is given an ultimatum to turn the plant around in three months. Due to the limited amount of time available‚ there are not many outside tools available such as consultants‚ surveys‚
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Mongolian Grill Case Tanner Keelan Submitted to: J. Austin Davey & Tannys Laughren COMM 1006E-02 November 10‚ 2014 Executive Summary: The Mongolian Grill case is based around a successful restaurant in London‚ Ontario owned by John Butkus. Mr. Butkus is opening another Mongolian Grill in Waterloo‚ Ontario which gives him the opportunity to make adjustments from the London location to increase efficiencies to ensure great success in Waterloo. The biggest problem for the London location
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respect to the company’s goal. The Theory of Constraints focuses on the utilization of the bottleneck machine or machines. In this book bottleneck impedes company’s goal A bottleneck is a resource which is determined when it equals to or less than the market demand placed on it. In other words‚ total capacity or maximum output are blocked by the bottleneck. In the book‚ there are some ways to find out the bottleneck to step in some important manufacturing improvements such as production efficiency‚ throughput
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average sales of the past three years (Riordan‚ 2006). The company also takes orders for custom fans under individual consumer contracts. The company’s plan to grow and become more efficient‚ requires a review of the capacity constraints (bottlenecks‚ or road-blocks) at its current manufacturing sites. Strategic capacity planning allows an approach to determine the capacity level of capital-intensive resources (such as machinery‚ facilities‚ and labor force) that best supports the
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A framework for Production Activity Control 1) Production Activity Control (PAC) concerns the execution of material plans. [Back end] • Activities that fall partly or completely within the realm of Production Activity Control: Shop-floor Scheduling and Control (SFC) Vendor scheduling and Follow-up Order‚ Release and Purchasing ( procurement) In purchasing‚ procurement is professional activity where info networks‚ relationships‚ terms and conditions are established with vendor companies
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296 HANDOUT: CONTINUOUS FLOW (PRODUCT ORIENTED LAYOUT) AND BOTTLENECK ANALYSIS Reference: Operations Management by Mark A. Vonderembse and Gregory P. White. The Product Layout and System Capacity The capacity of a product-oriented system can be visualized as a series of pipes of varying capacity‚ with the smallest diameter or capacity holding back the entire system. Exhibit 9.3 illustrates five pipes (departments or machines) with different diameters (capacities). The output
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Chapter One The first chapter gets the reader acquainted with Mr. Alex Rogo and his apparent problems with his production plant. This is shown through a confrontation between Mr. Rogo and his boss Mr. Peach‚ the Division Vice President. The dispute is over an overdue order #41427. Through their conversation it’s learned that Mr. Peach will not settle for anything less than the order being shipped today‚ and since the plant is neither productive nor profitable‚ Alex has three months to show an improvement
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Answers to Old Midterm Questions Question 1 These questions deal with Mitchell Gold Co. as described in the articles “A Maverick of Sofas Rearranges the Furniture Business” and “Gold’s New Rush”. [1.a] Using the dimensions we discussed in class‚ how would you describe Mitchell Gold Co.’s strategic position? Mitchell Gold competes by offering high quality products at a lower price than most makers of similar quality furniture. They offer limited variety in comparison to other makers‚ which
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