Book Review of "Goal" 1. What is the problem? Alex Rogo was a plant manager at the Barrington Plant of Uniware‚ a division of UniCo. One day Bill Peach‚ division vice president visited his plant and found that there were lots of problems with schedule arrangement‚ quality‚ cost & inventory control in his plant. These problems had already made the organization lose money. At last Bill gave Alex three months to improve‚ otherwise‚ the plant would be closed. Three months?! That was all Alex Rogo was
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Goal for identifying a bottleneck? The bottleneck is defined as the resource such that the capacity is equal to‚ or less than the demand placed on it. To identify the bottleneck for this particular case‚ those processes were analyzed after which there is usually a shortage of material 2. After bottlenecks have been identified‚ what are the concrete factory floor-level actions described in the book for improving overall system performance? After identifying the bottlenecks‚ the actions described
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The book tells us the story of a plant manager‚ Alex Rogo‚ who is trying to save his plant‚ at least show some improvements within 90 days to keep it open. Alex’s primary problem is that his plant can not consistently get a quality product out of the plant on time at the cost that can beat the competition. His plant is losing money and if he cannot make it profitable‚ the management eventually will decide to close the plant. In his fight to save his plant‚ a physician‚ Jonah‚ helps him in achieving
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Kristin’s Cookie Company Solution This is what the process looks like. [pic] 1. The capacity of the system is based on the output of the bottleneck. The bottleneck is the oven‚ which can process 60min/10min = 6 dozen orders per hour. This assumes one-dozen order sizes. 2. The throughput time is the sum of the processing times for each of the steps. This equals 8+10+5+2+1=26 minutes. 3. In a four-hour shift you can produce the hourly capacity for each hour. This
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Answers to Old Midterm Questions Question 1 These questions deal with Mitchell Gold Co. as described in the articles “A Maverick of Sofas Rearranges the Furniture Business” and “Gold’s New Rush”. [1.a] Using the dimensions we discussed in class‚ how would you describe Mitchell Gold Co.’s strategic position? Mitchell Gold competes by offering high quality products at a lower price than most makers of similar quality furniture. They offer limited variety in comparison to other makers‚ which
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Chapter One The first chapter gets the reader acquainted with Mr. Alex Rogo and his apparent problems with his production plant. This is shown through a confrontation between Mr. Rogo and his boss Mr. Peach‚ the Division Vice President. The dispute is over an overdue order #41427. Through their conversation it’s learned that Mr. Peach will not settle for anything less than the order being shipped today‚ and since the plant is neither productive nor profitable‚ Alex has three months to show an improvement
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- Backlog of Policies - Improper load balancing among employees - resulting in tight schedules and idle time - Pressure due to competitor Golden Gate’s assurance of a single day turn around time (TAT) The Objective: To identify bottlenecks in Manzana’s operations using process flow analysis. The Analysis: Manzana is a service company and hence‚ it has a constraint of not being able to store its products for supply unlike a manufacturing company. In this case the turnaround time or TAT defines
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Memorandum To: Bill Pippin From: ABC Consultants Date: Feb 12‚ 2009 Re: Manzana Analysis. ABC Consultants is pleased to present an analysis of the current state of operations at Manzana and the relevant recommendations to improve the operational performance. We understand that there are four types of work processes viz. RUN‚ RAP‚ RAIN and RERUNs. In these four types of processes‚ RUN is the most profitable one generating annualized premiums of $6724. Also‚ RUN’s and RAP’s are given priority
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The heart of this story is based around the life of Alex Rogo‚ Plant Manager for Uniware a division of Unico. After a very upset customer approaches Alex’s boss‚ Bill Peach‚ he is given an ultimatum to turn the plant around in three months. Due to the limited amount of time available‚ there are not many outside tools available such as consultants‚ surveys‚ etc. With very few hopes‚ Alex foresees the inevitable until he remembers his conversation with Jonah‚ a physicist Alex knew from a previous job
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18000) of wet berries and 5400(30% of 18000) of dry berries. Since the process capacity is of bottleneck‚ the capacity of the cranberry process is 600 bbls/hour. Also‚ we have to take note that only wet berries go through the drying process and thus the processing of the dry berries are not affected by this. The process capacity of processing dry berries alone would be 1200 bbls per hour (Bottleneck = Quality Grading). However‚ even with the capacity of 1200 bbls per hour‚ all dry berries received
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