Sport Obermeyer 1 Sport Obermeyer’s Time Line and “Speculative” versus “Reactive” Production "NOW" Initial Forecast 9 months Feb … Oct 1992 … 1992 Design of 1993-94 Line. Las Vegas Revised Forecast 5 months Nov … Mar 1992 … 1993 5 months April … Aug 1993 … 1993 "Speculative" Production "Reactive" Production of 1993-94 Line of 1993-94 Line In Feb 1993‚ start design of 1994-95 line. “Speculative” Production 27 Months Sept 1993 Oct 1993 Nov 1993 8 months Dec Jan 1993 1994 Selling of
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Customer Offer Fresh and Fast: Quality: • Fast production and delivery on leading styles • Limited quantities for each style (scarcity) • Medium raw material‚ poor knit‚ grand look • Highly fashionable items at low price Offers Cost: Flexibility • Low monetary cost • Low time cost • Limited variety and choices • Customer’s participation in determining the next batch ZARA’S PRODUCT LIFE CYCLE TYPICAL PRODUCT LIFE CYCLE • Sales decreases as the product moves
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Spain. Zara also purchased 20 factories that were highly automated with machines that were specialized for specific garments. 18 of these factories were located near headquarters‚ which minimized transportation costs. Concerning its production capacity‚ Zara‚ based most of its production on what the client is demanding at any time‚ virtually on demand manufacturing of a shop (pull strategy). The model of local production allows you to provide quicker. This is possible due to the average of only
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BENIHANA Our suggestion to Benihana is to expand the target market and include a young generations as well as open new chain of family friendly restaurants. Gaining younger generations market could be accomplished by development of a mix of Japanese-Chinese quick cuisine restaurants/ food courts. Younger generation is very familiar with Chinese food‚ which is affordable‚ quick and tasty. Incorporating a Japanese twist to what is already widely accepted could be a refreshing idea and take a typical
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distinguished for its capability to cater the diverse needs of their customers‚ not only on basis of design features but also lot size‚ has been facing a cumulative number of issues. To name a few‚ these issues range from production bottlenecks to capacity utilization to inability to reach deadlines. The analysis has indicated that these problems are just not due to process designs and the methodologies applied in executing them but can also be attributed to a varying number of haphazard managerial
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simultaneously and more efficient way of assets usage. 2. Quality. Precise job assignment‚ good training and concentrating on specific task allow for a high quality service while ensuring high speed. 3. Process and capacity design. Since the product is in maturity stage the capacity utilization has to be optimal‚ and process must be very stable....
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million in FY2012. Recticel will strive for growth via innovation and new product introduction‚ allocate resources on highest growth segments‚ develop on a broader international basis‚ improve capacity utilization and reduce complexity. In the automotive sector Recticel will minimize investment‚ optimize capacity utilization while pursuing innovative product development. The restructuring plan of 2012 was realized‚ 7 sites were closed. The sites went from 124 to 103 in total and the employees went
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economic slump in the industry but infact to post profits year-on-year end. Capacity utilization of IndiGo airlines fleet The utilization rate of IndiGo is around 16hours a day which is infact one of the highest in the industry. Thus even without using too many airplanes‚ the airlines can provide its ferrying service to a larger number of people. On an average its passenger loads have been around 90%. High seating Capacity of aircrafts Indigo operates a fleet of 62 aircraft and has been expanding
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How does the Minit- Lube operations strategy provide competitive advantage? According to the text‚ the 10 decisions of operations management are: 1. Design of goods and services 2. Managing quality 3. Process and capacity design 4. Location strategy 5. Layout strategy 6. Human resources and job design 7. Supply- chain management 8. Inventory‚ material requirements planning‚ and JIT ( just- in- time) 9. Intermediate and short- term scheduling 10. Maintenance
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Indian Leather Industry The leather industry occupies a place of prominence in the Indian economy in view of its massive potential for employment‚ growth and exports. There has been an increasing emphasis on its planned development‚ aimed at optimum utilisation of available raw materials for maximising the returns‚ particularly from exports. The exports of leather and leather products gained momentum during the past two decades. There has been a phenomenal growth in exports from Rs.320 million
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