Albatross Anchors Unit 6 Mt435 Essay

Problem Identification - The most critical issues involved in managing and implementing the changes at the Jackson plant include a new plant, new methods and processes, and changed relationships. The new plant will also have the inherent vagaries of starting up new equipment and the associated learning curve for the operators. If this learning curve is not addressed aggressively, any expected gains in productivity could be lost. I would suggest the creation of plant simulators and a requirement that all operations employees be trained on the new operation. The new methods, processes and materials could pose a problem for operations. The old plant has been running for many years and there is a wealth of experience within the operators. Most of the work force has “grown up” in that plant and may be resistant to change. If the workforce feels that the new methods and processes are too cumbersome, they may try to circumvent the new methods and revert to the old methods. This would negate the reason for building the

1.What parts of the supply chain are most closely involved with the situation in this case? What is the responsibility of each part in order to maintain smooth flow of material?

Analyze the role of an operations manager, and then determine three challenges that an operations manager will respond to differently within a manufacturing industry as opposed to a service industry.

In the last stage of KU Consulting analysis we will examine an in-depth look at Albatross Anchor. Albatross Anchor is a family business that has been in business for over 35 years. During that period they have built long lasting relationships with business partners and recognized in the industry. They have built strong name recognition and known for their quality product. These are some of the strengths that distinguish Albatross Anchor from competition. KU Consulting will address four primary challenges identified and set possible solutions. Also there will be discussion about possible building alternation that will improve Albatross Anchor’s operations. KU Consulting will make it a top priority to not impose a high

At present the layout of the Albatross Anchor factory is not at all efficient. In order to be efficient the factory should ensure an easy flow of work, material, people and information. In the current state the raw materials are too far away from the foundry, the finished products

The long work day was coming to a close at Beta Steel with paperwork churning, manifests being completed and orders being filled. Like every other day, the Men and Women of Beta Steel were up to the task. Out of nowhere, an order comes across the fax machine from Metropolis Fasteners stamped “URGENT” and requires immediate shipment for same evening delivery. On top of being a time sensitive request, the other requirements for a high tensile strength alloy stock with bright grease finish made the task appear impossible.

It might not be in the retailer’s best interest to perform such upgrade, as the new system will replace three of the existing legacy systems in terms of ordering and fulfillment. The IS department will perceive such upgrade as a radical move and is expected to show high resistance in response to it. Even though Zara has a decentralized decision making process, the retailer’s IS department exercises absolute autonomy on the IT infrastructure and design. The fact that “only one person had left the department” in the past 10 years further confirms that the retailer is suffering from cognitive and action inertia, and thus creating a huge barrier for such

I know you looked into reusing one of the older systems we installed. I need to know what became of that effort. How do you think our customers will view this situation and what do you think is the best way to proceed? Character #2: Lucas Moore - Vice President of Manufacturing We are still using outdated technology for our scheduling. The industry has passed us by in computer use for manufacturing and we are in danger of losing our reputation as a world-class manufacturer. My education and my experience with Don's new inventory system have convinced me that computer systems can significantly enhance our efficiency and improve our customer service. We cannot wait two years for a home grown system that will probably have to be upgraded before it is completed. I have had extensive discussions with EMS manufacturing specialists, read their literature, and seen the proposed systems demonstrated. I am convinced the system will do everything we will ever want to do. EMS assures me there will be no problem integrating their manufacturing system with our financial system and we can be up and running in six months. Purchasing from EMS provides many benefits including: 1. Six months to install an advanced system versus two years to develop our own basic system. 2. The upfront cost for EMS is $220,000 firm against an estimated $400,000 cost for in-house. 3. We will get a proven,

1. What parts of the supply chain are most closely involved with the situation in this case? What is the responsibility of each part in order to maintain a smooth flow of material?

With rail company Progress Rail Service working partner relationships with Miller welding, inventory management has shown great turn around rate by making on time deliveries. Progress Rail Services Corporation started receiving its requested parts on time with minimal defects, allowing it to increase production rapidly

Using either the Leyte Gulf operation or the Falkland conflict as an example, select TWO of the Operational Functions listed below and discuss the impact they had on both belligerents during the planning, synchronization and conduct of the operation.

Three-Year Marketing Plan – Heron Engineering Word count: 1500 excluding table 1 & 2 1.0 Executive Summary Heron Engineering (Heron hereafer) is to regain its market share in the Western European region (WE) and Central and Eastern European region (CEE) in both high-and low-technology sectors. Heron is capable of reestablishing its former positon as a market leader in both markets, given the producton of high-quality products that ofer more functonalites and productvity than its rivals at a very compettve value-added price. The primary marketng objectve is to retain outstanding reputaton with respect to the producton of extensive and high-quality product range in both markets. The primary fnancial objectve is to increase its market share

The Order to Delivery (OTD) process as envisioned by the Ford 2000 initiative is intended to reduce the production time to 15 days. This is hindered by bottlenecks throughout the Ford supply chain. Ford desires to be able to forecast customer demand from dealers and keep at least 15 days of vehicles in each assembly plant’s order bank. Ford would also like to utilize mixing centers to optimize scheduling and delivery. Finally, there is a need for an order amendment process for minor customizations during the production process.

* Intensive planning of daily shipment should be done (calculation of exact amount of goods to be shipped and arrangement of the goods)

For the operations vice president (OVP), from his perspective the new in-house developed process technology is too disruptive to production, maintenance, staff and planning rules. Operations is the link between most areas of the business and typically has a close relationship with the sales and marketing departments, in terms of setting and coordinating production plans and marketing creating or generating the levels of market demand. In the OVP’s view, the operations area does not have the necessary resources to successfully implement and maintain the new process technology option.