Littlefield Simulation 2: Occupylittlefield With our second littlefield simulation complete‚ we have reinforced many of the concepts and lessons learned in class. We had a better understanding of the operation of the littlefield facility and how certain modifications would affect the throughput and lead time. Though we are pleased with our final results compared to the rest of the class‚ we see there is still room for improvement. We made many mistakes‚ but most importantly we have learned from
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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 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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MGT 9702 – SERVICE OPERATIONS I LITTLEFIELD TECHNOLOGIES – OVERVIEW Littlefield Technologies (LT) produces Digital Satellite System (DSS) receivers. These receivers are assembled from kits of electronic components procured from a single supplier. The assembly process consists of four steps carried out at 3 stations called board stuffing‚ testing and tuning. The machines at these stations cost $90‚000‚ $80‚000
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Replenishment and lead time decisions in manufacturer–retailer chains Shu-Lu Hsu a‚*‚ Chun Chen Lee b a Department of Management Information Systems‚ National Chiayi University‚ Taiwan b Department of Accounting‚ Soochow University‚ Taiwan Department of Management Information Systems‚ National Chiayi University‚ 580 Sinmin Rd.‚ Chiayi 600‚ Taiwan a r t i c l e i n f o Article history: Received 17 June 2008 Received in revised form 6 September 2008 Accepted 13 October 2008 Keywords: Inventory
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REVIEW OF THE LITERATURE BATCH COSTING INTRODUCTION Historically‚ because of the industrial background of cost accounting‚ specific order costing has tended to centre around the manufacturing environment. Given the developments both in cost accounting and performance evaluation over the last 20 years or so‚ cost accounting is now being applied in manufacturing‚ non manufacturing ‚ service and even in non profit making organizations. Cost Accounting is usually considered only as it applies to
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proportion of unskilled labor. * Continuous acquisition of small firms which distracted management from their main issues. * This thing also generated liquidity shortage * These things resulted in reduced margins as well as increased lead time from 4 to 6-8 weeks. Major policies that company adopted after change in management:- * New CEO marshal Epstein from a major consumer goods company was appointed. * Manufacturing VP Jose Ramose was hired. * Together they decided 4 major
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Software Management CTO Series h 12 Things to Shorten Your Lead Time Stephan Schmidt Software Management CTO Series You may distribute this eBook freely‚ and/or bundle it as a free bonus with other products‚ as long as it is left completely intact‚ unaltered and delivered via this PDF file. You may also republish excerpts as long as they are accompanied by an attribution link back to http://www.codemonkeyism.com Stephan Schmidt Page 2 of 18 Software Management CTO Series
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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‚ one
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lived a turtle and a pair of swan. The turtle and the swans were friends. They would spend their free time together. One year‚ the rains did not come. The lake of Uranium began to dry up. The swans became worried. But the turtle had a plan. She suggested that the swans fly in search for a lake. The swans agreed and flew off. After flying for a day‚ they found perfect lake called‚ “Lead.” The swans began to fly back again to inform their friend turtle what they found‚ because they don’t
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