Toshiba Production Case

It is more on the not efficient side since it is lower than 1.0, but it is close enough to 1.0 that it is not very inefficient.

The cause might be the hole from separate meat found inside product because this characteristic is the nature of chicken muscle that would separate after frying.

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

should be during months one through four and what the direct labor hours budget for those

The United States v. Toviave case takes place in Ypsilanti, Michigan. Toviave is originated from Togo and educated with equivalent to a master degree from Togo, Africa. His girlfriend at the time was Helene Adobbe. They agreed to bring in the children of family relative to help them get a better education, but to also help relieve the relatives of pressure from other problems which they couldn't afford with the kids around. Helene decides to stay with the kids for a month in Togo until she can make documentation giving each child false name and birthday to come into the United States.

2. Number of weeks each of these activities should be crashed to meet the deadline with the lowest possible increase in cost:

“For companies today, MRP is a computerized information system. As such, it requires data to provide the information needed for decision making” (Vonderembse & White, 2013, Section 9.5, para 6). The goal of this paper is to read the Space Age Furniture Company case study and develop an MRP for Space Age Furniture Company using the information in the case including the production of sub-assemblies in lot sizes of 1,000 considering the lot size of 1,000 for sub-assemblies has produced a lumpy demand for part 3079; suggest ways for improvements over sub-assemblies in lot sizes of 1,000, analyze the trade-off between overtime costs and inventory costs, calculate a new MRP that improves the base MRP, compare and contrast the types of production processing—job shop, batch, repetitive, or continuous—and determine which the primary mode of operation is and why, describe ways that management can keep track of job status and location during production and recommend any changes that might be beneficial to the company and/or add value for the customer.

The management team at Stone Computers hold weekly operational meetings to inform the operations team of the importance of maintaining the key objectives shown above in table 2, in this meeting we discuss what our current key performance indicators (KPI) are and how we can improve these to meet the customer and the stakeholder’s requirements. We set daily targets for the production line to try and meet the demand of the service level of agreement. As a progress controller I analyse the orders and prioritise the sequence in which they go down into production to be processed to try and keep our target greater 90% KPI.

Peter’s Peripherals assembles multimedia upgrade kits --- sets of components for adding sound and video to desktop computers. The demand for their kits for the next four quarters is estimated in the table below. Unit manufacturing cost for each kit is $160. Holding costs on each kit is $80 per quarter. Any kit that must be delivered late is assessed a backorder cost of $120. Each worker is capable of finishing 10 kits per quarter. If the company chooses to vary work force levels, it will incur costs of $400 for each additional worker; $600 for each termination. The company currently has 28 employees.

By using Fritzing, Figure 3.3.1.1 gave a good view of how raspberry pi GPIO was connected to the breadboard. All black wires were connected to the ground and all red wires connected to the power.

It remoulds the manufacturing industries with optimized productivity by making a radical departure from traditional mastery of a craft and rationalizing work, skills and routines. It is the most common strategies conducted in nowadays large scale secondary industries as its outputs are easily quantifiable and predictable. Also, other industries are adhered to the principles of assembly line (Whitfield, 2004). McDonald is one of the typical examples that demonstrates the incorporation of it into the service industries. Staff mechanically repeat the same specialized task, frying French fries, making hamburgers, filling cups with soft drinks and etc. Customers also inherently conform to the rationalized business mode of McDonald by filing forward in queues to get the meal as if on a conveyor belt. This illustrates that the influence of the assembly line is wide-ranging, profound and long-lasting.

The immediate impact of the assembly line was revolutionary, which could be a turning point in history. During World War II, apply assembly line techniques in marine and aircraft production to meet the massive demand for military equipment on the US foreign construction. Many planes and tanks were manufactured by workers, including young people and women, has since the beginning of an assembly that each employee assigned a specific task. Every worker is repeated, and then the process moves to the next worker is his job until the job is done and the product is finished. It is a way for the mass production of goods quickly and efficiently.

However, time efficiency or the run-time is not the correct measure for optimal order scheduling as this doesn’t take capacity into account. Assuming orders for the month of September’87, if we run all the orders on the manual machine, it takes 550.8 hours for drilling. On the other hand, if we schedule all the orders on CNC machine, it will take 432 hours. However, we argue that we can achieve higher productivity by operating both the machines in parallel, as drilling is our bottleneck resource. The optimal solution will be reached when we use both the machines such that both operate for the same duration of time i.e. equal utilization. This can be achieved when we start scheduling the orders with the least order size on manual machine and those with large order sizes on the CNC machine. Then we look at the remaining orders and repeat the same decision process. This process is repeated until the busy time for both the machines are equal.

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.

Moon Micro is a small manufacturer of servers in Santa Clara, California. Lately, the demand for servers has increased, and the company needs to find a way to capitalize on the situation. The current plant has reached capacity of 10,000 units. The two options to capitalize on the situation are to either expand the plant to a capacity of 20,000 units or outsource the process to Molectron, an independent assembler.