the manufacturing facility is facing some problems. The standard line is competing for processing time on the same equipment as the custom line‚ which is resulting in unfinished inventory laying around the facility. The plant has run out of excess capacity and must rent expensive warehouse space. Chad must determine how to best meet the competitive priorities of both of his furniture lines in order to manage his operations most successfully. Gaps in Chad’s Operations Strategy The initiative
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FINAL EXAM 1- IS WHEN THE ACTIVITIES IN THE STAGE MUST STOP BECAUSE THERE IS NO PLACE TO DEPOSIT THE ITEM JUST COMPLETED? A- BLOCKING 2- ACCORDING TO YOUR TEXT‚ THE MOST COMMON PROCESS METRIC IS A- UTILIZATION 3- DECLINING PRODUCT PRICES A- INCREASE THE BREAK-EVEN POINT 4- THE TYPE OF PROCESSING STRUCTURE THAT IS USED FOR PRODUCING DISCRETE PRODUCTS AT A CONTROLLED RATE IS A- ASSEMBLY LINE 5- THE BEST PROCESS FLOW STRUCTURE TO USE
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strategic capacity planning is to provide an approach for determining the overall capacity level of labor-intensive resources. | False | 2. award: 10 out of 10 points Best operating level is the volume of output at which average unit cost is minimized. | True | 4. award: 10 out of 10 points Overtime and personnel transfers are solutions to capacity problems in the intermediate term. | False | 5. award: 10 out of 10 points Capacity flexibility
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simultaneously and more efficient way of assets usage. 2. Quality. Precise job assignment‚ good training and concentrating on specific task allow for a high quality service while ensuring high speed. 3. Process and capacity design. Since the product is in maturity stage the capacity utilization has to be optimal‚ and process must be very stable....
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contract manufacturer. • Option 3: Rebuild the “MKG” brand. DECISION: KCPL should work on reviving its brand. ACTION PLAN: KCPL has to work on technology upgradation‚ increasing capacity utilization and managing a efficient workforce. It also has to improve its brand image and target new profitable markets. CONTINGENCY PLAN: As a contingency plan‚ KCPL can accept the offer of APL. 2. MAIN REPORT 1. SITUATIONAL ANALYSIS Mohan Kumar Gupta started Kanpur Confectioneries
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1. Capacity Utilization Resource Pool Theo Cap Resource Pool Capacity Utilization Receiving/Testing 1‚528 99.4% Dumping 2‚250 67.5% Temp Holding Bins 1-16 4‚000 38.0% Bins 17-24 2‚000 75.9% Bins 25-27 1‚200 126.6% Total holding 7200 21.1% Destoning 4‚500 33.8% Dechaffing 4‚500 33.8% Drying 1‚050 144.6% Separation 1‚200 126.6% Trucks Total Lbs Total bbls Per day 243 1‚834‚020 18‚340 Per hour
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Introduction: Operation Management: Operations Management activities are at the core of all business organizations. Main Tenets of Operation Management: * Facility Management * Capacity Planning * Forecasting * Quality Management * Inventory Management * Resource Management Sodexho Dinning Services: Sodexho‚ Inc. is the leading provider of integrated food and facilities management services in the U.S.‚ Canada‚ and Mexico‚ serving 10 million customers in 6‚000 locations
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for Capacity Planning/ Substantial Expansion K.J.Sanjit Roll No#59 PGPME-14‚ Great lakes IEMR‚ Gurgaon + INDEX Table of Contents K.J.Sanjit Roll No: 59 PGPME-14‚ GLIEMR INTRODUCTION & SUMMARY .............................................................. 3 CHAPTER#1: CAPACITY PLANNING ..................................................... 4 Break-even analysis ........................................................................................................... 4 Long-term capacity planning
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TRUE/FALSE 1. Capacity is the maximum rate of output of a process. Answer: True Reference: Introduction Difficulty: Easy Keywords: capacity‚ maximum‚ output 2. Capacity can be expressed by output or input measures. Answer: True Reference: The Theory of Constraints Difficulty: Moderate Keywords: capacity‚ input‚ output 3. Input measures of capacity are inherently more accurate than output measures of capacity. Answer: False
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Comparison of Zara and Benetton Supply Chains REPORT Master Supply Chain and Purchasing Management (MSCP) Date 11.02.2010 Outline I. Supply Chain strategy 3 II. Supply Chain structure 5 III. Supply Chain processes 6 IV. Supply Chain management practices 7 V. Supply Chain performance 8 VI. Strengths and weaknesses 9 Bibliography 10 Appendix 11 I. Supply Chain strategy The purpose of this report is to compare the supply chains of Zara and Benetton‚ two global players of
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