Operations Management II Assignment 2 Total (115) Marks Weightage 15% |Q1 |Q2 |Q3 |Q4 | |Milling |1 |3 |2259.72 | |Painting |2 |2 |3756.92 | |Riveting‚ inserting studs |2 |1 |712
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Case Study U.S. Stroller U.S. Stroller is a leader in the production and sales baby strollers in the United States. U.S. Stroller has made very high quality strollers that sell at a premium price. The company is well known for its innovative designs and its good distribution system. U.S. Strollers are sold through major department stores. 2000 different sites in the United States distribute the company’s products. U.S Stroller has been a market leader for over 50 years. It
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producing component 101 and 102. After do production‚ that components will move to intermediate storage part and each component is labeled with kanban card 101 and 102 that contain component’s information. If Work Center 2 is need part 101 in assembly‚ the box 101 (labeled card 101) will moved to Work Center 2 and so on for box 102. Toyota uses a “two-card” kanban system. The first is transport or conveyance‚ card‚ which moves container of parts from one stock location to another. The second is a production
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SUPPLY CHAIN MANAGEMENT TOYOTA PRODUCTION SYSTEM Submitted To: Prof. A.K. Dey Submitted By: Abhishek Sharma-11DM006 Aditya Arora- 11DM010 Avni Gupta- 11DM034 Bharti Verma-
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Week Four Case Study Quality Parts Company Anthony Decker Operations Management OSC301 University of Phoenix 6 December 2004 Week Four Case Study In the case study of the factitious company‚ Quality Parts Company (QPC)‚ QPC supplies gizmos for a computer manufacturer located a few miles away. Although the text states that QPC manufactures only two models of gizmo‚ it also states that manufacture for models X and Y start at machine 2‚ the lathe‚ while model Z requires milling at machine 1
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this philosophy says that‚ ‘If you cannot use it now‚ you do not need to produce it now.” Once production is done in excess‚ this can be considered as waste. 2. Make recommendations for the lean improvements in such areas as scheduling‚ layout‚ kanban‚ task groupings‚ and inventory. Use quantitative data as much as possible: state necessary assumptions. As we can see in the process‚ step 1 has one of the highest operation time and second to the highest when it comes to set up time. Therefore‚
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Barilla SpA is suffering from a problem of their own making - their distribution system is overly complex. That complexity is causing them to be unable to respond to their widely varying customer demand. Their customers‚ distributors‚ are forced to hold high inventories while simultaneously enduring stockouts on average of 7%‚ all because Barilla can’t rationalize their own processes to handle variability in demand. Barilla’s manufacturing process is long and inflexible. Given the high variability
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INTRODUCTION The operation plays key role in firms because it affects operation managers understand their customers and translate their customers’ needs into performance objectives. "In turn‚ the performance objectives (and especially the relative importance of each one) influence the overall operations strategy of the business". (Slack et al.‚ 2010‚) The reason is that managers can based on performance objectives to do decision because it is reflection of corporation strengths and weaknesses. This
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time and effort of implementation of JIT‚ but also to minimize the chance of creating implementation problems. The plant itself also has certain requirements that are needed to implement the JIT‚ and those are plant layout‚ demand pull production‚ Kanban‚ self-inspection‚ and continuous improvement. The plant layout mainly focuses on maximizing working flexibility. It requires the
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Lean implementation The lean implementation described in the book “Journey to lean”‚ written by Drew‚ McCallum Roggenhoffer describes lean‚ the set of principles‚ practices‚ tools and techniques to address the root causes of the operational under performance. Lean is a systematic approach of eliminating the sources of loss from entire value stream in order to gap between actual performance and the requirement of stakeholders. They authors describes the three kinds of losses as variability‚ inflexibility
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