Beck Manufacturing Plant Capacity

To analyze The Goal, Part 2, I have chosen the second option to analyze a complex value creation system using management concepts. Management is being able to prioritize, making decision and coordinate the entire process effectively and efficiently through others, while utilizing all the resources to achieve the organization objectives and goals. The novel continues as Mr. Rogo seeks for more suggestion from his colleague Jonah to keep the plant operating producing revenue. Mr. Rogo is having some personal issues at the moment, he is having a difficult time managing his family which is probably affecting his professional life and the decision he tries to make regarding in managing Bearington Manufacturing Plant. I would suggest that Mr. Rogo take into consideration the Theory of Constraints (TOC) to assist him in evaluating the production of enhancing the performance of the Plant. According to, Dalton, M. A. (2009). “This is a tool that has been used to help manufacturing operations identify and eliminate bottlenecks. This approach enables innovators to rapidly improve their growth results while gradually creating a culture of continuous innovation improvement.” (p.52).

In order to maximize the total profit, the monthly production plan should be 1900 unit/month for Model S and 650 unit/month

Rough approximation of the machine service rate μ based on the statistics from first 5 days:

According to the calculations in the table above, Job A =47.15, Job B=60.1, Job C=15.25.

From this equation we get x approximately equal to 6. So Donner Company should use the CNC Drill for orders of more than or equal to 6 boards. The Manual Drill process should be used for all orders of less than 6 boards. This is because production time for CNC is less than manual for order size of

Price of the CNC machine is $80,000. The additional assumption we need to add to assumption already given is that:

The automotive component & Fabrication Plant, ACF, was the original plant site for Bridgeton Industries, a major supplier of components for the domestic automotive industry. All of the ACF’s production was sold to the Big-Three domestic automobile manufactures. Its main competitors were local suppliers and other Bridgeton plants. This company did very well but recently it became less effective when foreign competition and scarce, expensive gasoline caused domestic loss of market share. For boost its selling, it made four criteria, quality, customer service, technical capability, and competitive cost position to evaluate three classifications of products.

(60% are 30 s) + (15% are 40 s) + (5% are 240 s) + (3% are 50 s)

(If the company produce the BB first, the company will buy 4000 labor hours, and it will use 2500 for BB and the remaining hours to produce WRM = 1500.

This would not only provide opportunities to Pininfarina (a niche manufacturer) for further modernizing the production facilities but will also provide learning in productivity improvement, increased quality, better inventory control and space utilization, reduce waste – and all in Japanese way (considered to be the best and meticulous in automobile industry).

It is a common desire to have a balanced plant, but this cannot be reached if there are problems with the levels of capacity in the plant. If there is not enough capacity in the plant, it almost seems as if the possibility of having throughput is being lost and if there is an excessive amount of capacity there is money that is being wasted, which would be a problem when trying to reduce the operating expenses. However, in reality the closer that a plant comes to being balanced, the closer they get to losing money. “ Look at this obsession with trimming capacity in terms of the goal,

Milan Djordjevic1) Milan Milovanovic1) Maja Djordjevic1) 1) Zastava automobili Kragujevac Abstract: Every major manufacturer today is evaluating its strategy as the industry faces challenges brought on by a financial meltdown. Models such as mass production, global manufacturing, very low cost, niche manufacturing, and lean production have all shown successes and weaknesses in the past. The competition to reduce manufacturing cost today has never been greater. Brought on principally by global competition, the requirements for manufacturing performance are

In any modern automobile manufacture, they need highly demand to use plant utilization which very important to success.

Running the Factory. This chapter is written according to an investigation at IMVP World Assembly Plant. It is true that the car assembly workshops require a significantly large space with massive storage areas and railway systems. Besides, thousands of labors will work in a big and chaotic building with many noisy machines; consequently, this is such a significant problem for all automobile companies. The writers use the case of the IMVP World Assembly Plant to emphasize the three factors that persuaded them that assembly was the most essential part in the automobile manufacturing process. The first thing is that assembly is involved in most of the work in car industry. The next reason is all of the cars and light trucks today are manufactured in the same technique so that the assembly factories in the world almost do the similar work. Lastly, Toyota, in order of spreading the lean production, had built lots of assembly factory in both North America and Europe. Furthermore, a typical example of mass production at General Motor workshop in Massachusetts is used in order to illustrate the need of lean production in the Midwest of America. Subsequently, the

This work is done to study the improvement of the quality in automobile industry. This chapter consists three sections named as “Problem definition”, “Objectives” and “Methodology of the study” respectively. The section 3.1 named as “Problem definition” describes the challenge or difficulty that is to be solved. The solution may be achieved after fulfilling the objective by using some sub-objectives that are described in section 3.2 named as “Objectives”. The methodology described in section 3.3 in details. This methodology has been devised keeping in mind the view of “Problem definition” and the “Objectives” that are suggested for the fulfilment of the solution for the problem.