Angel Pottery Case Paper

The workers get paid whether they work or not, and the machines consume energy and reduce their lifetime hours regardless of whether they work or not. He advises that the machines and even workers should be able to adjust based on the throughput of the bottleneck area to maintain low operational expenses and reduced inventory.

For example, lean manufacturing depends on more frequent deliveries of smaller batches and alternate production items more often.[1]

1. Dorra Corporation manufactures lawnmowers in five work stations. Dorra's weekly demand is 5,000 mowers but Dorra can only produce 4,200. According to the theory of constraints, to increase production output Dorra would benefit the most by concentrating improvement efforts on the:

To learn the texture and smell the aroma one must grind The Bean with a mortar and pestle. A ceremonial 14 beans are self-grinded and kept beside the coffee maker for the life of the Drinker. The second part of becoming a Grinder takes place the next day at 1400 hours. A ceremonial iron grinder is again taken to the kitchen where close family and friends witness the brewer count out the number of beans it takes to make 12 cups of coffee and insert them into the grinder where they are used to brew the pot of coffee for the transformation cup. Not until the Brewer finishes his pure cup of coffee is he a Grinder.

“The Goal” by Goldratt is a book about the Theory of Constraints, TOC. It is about the behavior of manufacturing facilities. It deals with bottlenecks that are the manufacturing constraints and the variability that creates them. The book states that a manufacturing organization cannot run at 100% and that you cannot balance the assembly line. It seems that your efforts for efficiency must be focused on the worst bottleneck. The loss caused by a bottleneck is a loss for the entire system. Focusing on improving the throughput of the bottleneck increases the flow for the entire manufacturing line. If there is a bottleneck, then all other areas are capable of excess capacity. Don’t try to improve non-bottlenecks, as

Anybody who knows something about business had heard the term Just-in-time (JIT) inventory. It involves producing only what is need, when it is needed. The principle of Just in time is to eliminate sources of manufacturing waste by getting the right quantity of raw materials and producing the right quantity of products in the right place at the right time.(1) In this way, manufactures receive parts and materials "just in time" to meet the day's manufacturing quota with hardly any extra.(3)

In the book, the concept of "constraint" is clearly explained by an example. Alex takes a group of boy scouts on an overnight hike. The slowest boy in the group, Herbie, exemplifies all the characteristics of a constraint. Because he is very slow, it becomes very difficult for Alex to keep the boys in line. Boys in front of Herbie hike faster than the other boys. Herbie being a constraint causes large gaps between the boys in the line. This hiking trip helps Alex discover some simple processes. He uses his findings to turn his plant in the right direction. This example also explains the concepts of dependable events and statistical fluctuations. Statistical fluctuations imply that most of the factors critical to running a plant successfully cannot be determined precisely ahead of time. In a system with dependable events, like an assembly line in a plant, if a process lags behind all the process slows down. This explains the high level of inventories piled up in front of the NCX-10 machine and the heat-treat in his plant. Although a non-bottleneck process can produce at full capacity, throughput of the whole system will depend on the capacity of the bottleneck processes of the system. If bottleneck processes lag behind the non-bottleneck processes then higher work-in-process and excess inventories will pile up. He finds that the throughput of the

Benson Metals, a medium-sized maker of specialty steel products, has traditionally used a craftsliketechnology to produce a variety of metals. In terms of Perrow’s model of technology, task variety andtask analyzability are low, as there is still guesswork, skill, and even some “black magic” inmanufacturing products. Benson also produces metals in very small quantities—pounds not tons—so thatin terms of Woodward’s model it is small batch, and the skills and knowledge of production people aremore important than machines in getting the job done—task complexity is low.Recently, the company has moved

New Balance decided to improve their operations by implementing a “lean production system” in all of their domestic facilities. The lean production system was taken from Toyota’s manufacturing processes to, “deliver goods on demand, minimize inventory, maximize the use of multi-skilled employees, flatten management structure, and focus resources when and where they are needed” (Veleva, 2010). These improvements helped significantly improve vast processes across New Balance manufacturing, and in one example reduced the time to make a pair of shoes in the Lawrence facility from eight days down to three hours (Veleva, 2010).

CKC’s operation setup requires different approaches when dealing with suppliers to ensure the raw materials are on hand when needed. The “delivery and serve” component can be scheduled in advance providing sufficient time to order supplies. On the other hand, the “Delivery only” component requires that the company anticipate the level of supplies required on a daily basis, where they have been known to run out of some ingredients from time to time. The quality of finished products is determined by the ingredients going into each product and the process to produce them. Lean systems approach focus on high quality combined with reducing excessive inventory and removing non-value added activities from operation process. Any company, or process area within a company, can benefit from a lean systems approach. In the end, lean will translate into “Continuous Process Improvement, and CKC can definitely benefit from this approach.

From the time 19-year-old Ashley was assigned an independent study and she took the Wilton cake decorating classes, Ashley knew she had found a new love. Her ability to create roses in any color she wanted, to use a piping transfer sheet to make an intricate design on a cake, and to fill cupcakes with chocolate ganache allowed her to feel a sense of control and like she was a true artist. So what exactly is cake decorating? It is a form of art that uses all different types of designs and decorations to take a basic cake and make it look more intricate-- and hopefully-- more beautiful. Over the past 10 years, cake decorating products have become more accessible to the general public, making it easier for the at home worker to achieve success

The Beck Manufacturing Company currently has five operational work stations, in which they produce steering gears for many auto manufacturers. Operation work stations in place are for milling, grinding, boring, drilling and assembly of parts. Within those operational departments the company must determine the organization capacity inputs and outputs to satisfy their customer demands. Capacity is a corporation’s ability to deliver consumers goods, products or services in the volume needed within the time period allotted. To accomplish these obligation organizations will need to procure a physical location, working capital, skilled employees, and raw material for accomplishing the anticipated level of productions in order to meet the consumers demand. In business capacity planning is vital for the organization sustainability in an economical business environment, Vonderembse, & White (2013), notes that substantial capital is generally required to build a facilities and for the procurement of equipment to build capacity. (ch. 8.1). For example if a manufacturers cannot deliver the required quantity of goods to a vendor on time due to a shortage of inventory, then and there to buyer may find another vendor and the business relationship can be severed.

The main idea of implementing the kanban signals is to improve the product flow in order to keep up with the demands of the customers. The kanban system help in keeping the inventory to minimum. The system does this because the supplier does not send the suppilies until they get an order from the factory. A JIT production system is used which help in reducing the cost of inventory. Kanban introduces efficiency in entire manufacturing process also it helps in worker empowerment. The kanban system empowers line workers since they are the ones who manage the kanban cards. When a worker in an assembly line sees that a kanban card related to the process has reached its trigger level, he acts on the signal. The most important function of a kanban is that it instructs when to produce parts. In a lean manufacturing environment, no production or parts movement takes place without a kanban. Another key function is visual control; to identify what is in each box. Each box of product should have a kanban attached to it. If there is a box without a kanban signal, then it means that something is out of place. The third important function is inventory control. When we use a kanban system, it is very easy to control the amount of finished product on hand. The number of kanbans in the system will be

Between the 1940s and 50s, Taiichi Ohno of Toyota applied the Kanban logic in their Toyota Production System (TPS) to support non-centralized “pull” production control. In the post-depression era of 1970s, Kanban was popularized in the manufacturing industry as a tool for Lean Manufacturing. Of late, many thought-leaders in various industries have found its applicability beyond the manufacturing industry as well.

In addition, our production scheduling and General Managers need a way to synchronize product volume and configuration with actual manufacturing capacities, which drives throughput and increases asset utilization while lowering inventory costs. In the