My Role As Your Ku Consultant

Andrews Corporation’s production department coordinates and facilitates the assembly lines for the products. There are two crucial factors that the production department focuses on: automation and production capacity.

8. Why might Avion want to reduce the lead times on its purchased materials and components?

This report will commence with an overview of the external and internal environments in which KMD operates and based on this overview, key strengths, weaknesses, opportunities and threats can be identified.

One of the biggest needs for improvement was the assembly process. Although several changes were made throughout the years, quality and efficiency still fell below expectations. Hinrichs implemented the newly developed assembly which consists of two separate work stations that allowed operators in the adjacent stations to share the expensive balancer machine. These assembly cells were much more efficient as workers were no longer forced to wait for another person or machine in the process. Each cell was built like the other with quick turn set-up which created flexibility in the process while also reducing tooling inventory by almost a half. Now cells

Now it\ 's year three. The CEO wants to know your plan for sustaining market growth.

When it comes to the flexibility of filling order Albatross only sells their anchors at wholesale price and it is mainly to companies and not the general consumer/public. Another factor to consider is the way the building is set up along with the limited amount of space that is available in the warehouse between each department. Many items depending on the size and quantity can take weeks in order to fill that particular order.

The purpose of this document is to provide Betamore a Statement of Work (SOW) to outline the Strategic Analysis services Team Tres will perform.

Albatross Anchors usually do small batch production order due to plant antiquation and safety issues. With the limited manufacturing area and warehouse space the limited space to store raw materials is costing the company more money to produce the anchors. The time frame of production of order is very important to the retailers the less time to produce the more units can be produced to increase the production and bring down the cost of production. Speed in production is the new competitive edge in production as quick as the order is placed by the customer; the customer is expecting the manufacture to have it delivered to them. The way a manufacturing company can meet the challenge of speed by employing the tools and techniques that produce speed in design production and delivery tools like rapid prototyping, concurrent engineering, simulation and 3D modeling, build to order through lean and agile manufacturing, Six Sigma, outsourcing, third party logistics, cross docking. Companies must use them efficiently and effectively in order to gain a competitive advantage (Tompkins, 2002). The company must make technology changes it is the way of the future. Must understand the process of satisfying the customer and using effective communication in order to achieve and maintain speed, and continue through the supply chain to the customer and the supply chain to the suppliers with continuous flow of communication.

Albatross Anchor is considering two new manufacturing processes (Process A and Process B) to reduce costs. Analysis of the information below will help determine which process has the lowest break-even point (this validates the process is more cost effective).

In your own words, explain why key performance indicators (KPIs) are an important part of the operational planning process.

I was an Intern in 2014 but I finally got an opportunity to join the firm as an Associate in March 2015. My first project was related to SAP Real Time Assessment. I demonstrated outstanding teamwork in supporting managers and helped out colleagues in taking on more work while conducting my work. I was able to follow direction and got constant feedback from manager and directors. I also established an excellent working relationship with the client Internal Audit, IT and Compliance Team. Moreover, I Received an Encore award for this engagement. The final work product was well received by the client and Audit partner. Overall, I believe my efforts represented the values that define KPMG’s high-performance culture.

The third core competency is Boeing’s dynamic assembly line. This was a valuable change to Boeing because it reduced assembly time by 50%, or from 22 days down to 11 days. The planes move 80 feet every shift and lights determine the status of the assembly line. Dynamic assembly lines are costly to imitate and rare due to the size of the plant and the components used in order to pull such a large craft throughout the building. The only substitute of a dynamic assembly line is a static assembly line, and the dynamic one performs much more efficiently.

Describe the company and the major initiative(s) they have planned for the next 5 years.

Boeing made use of lean techniques in their production system and increased its production by 50% and also reduced its floor space by 40%. Assembling a Boeing 737 is a typical job. Workers should take 367,000 parts, an same number of bolts, rivets, other equipment and 36 miles (58 kilometres) of electrical wire and then keep them all combined to make an airplane [2]. Engineers to machinists were involved in lean (reducing waste) in the factory. By creating an assembly line, aircraft will pass through the workers were they going to concentrate on assembling. Allocating all employees in the factory building and organising special teams helped a lot to solve the errors in the assembly line [2]. In the assembly line, there are eight beacon lights which reflect the production status. If everything is good it shows green colour. If an error occurs, the worker will press a button and the green light will changes to yellow and the panel board will shows the category of the problem(which category it is related to). The worker will pass on to a computer and writes about the problem in a brief manner and the problem should be assigned to special team to solve it within 30 minutes if not, the light turns to purple and the assembly line will shuts down. This moving assembly is the icon of factory’s lean strategies.

A T Kearney was acquired by Electronic Data Systems (EDS) just over a year ago. Many consultants were concern about the ability about this 2 very different organizations, with different skill setsand cultures, to work together in blending their services into a broad, seamless