Production Planning and Inventory Control CTPT 310 Littlefield Simulation Executive Report Arlene Myers: 260299905 Rubing Mo: 260367907 Brent Devenne: 260339080 Miyaoka Scenario‚ Re: Littlefield Technology Simulation Game: Inventory Management Executive Summary At the onset of the game‚ we determined there were a few key things that had to be addressed to succeed. The first was to avoid stock outs which had already occurred in the first 50 days. We quickly moved to avoid stock outs
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Mill‚ 670 North Commercial Street Suite 201 Manchester‚ New Hampshire 03101 ABSTRACT Sequencing batch reactors (SBR) are a flexible configuration of the activated sludge process‚ capable of providing low effluent nutrient levels. The SBR is fundamentally the same as any other variation of the activated sludge process‚ except that it operates in a batch draw and fill mode. The nuances of a batch operation must be understood and applied. This paper presents design considerations unique to the SBR
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MA4850 – SUPPLY CHAIN AND LOGISTICS MANAGEMENT Littlefield Technologies Report Littlefield Technologies is a job shop which assembles Digital Satellite System receivers. The assembly process is carried out at 3 stations via a four step processes. Station 1 is board stuffing station whereby the first step is executed. The first step consists of mounting the components onto PC Boards and soldering them. The digital components are then briefly tested at the testing station which is station 2 in the
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Operations Management: Process Analysis and Applications Module Changing Sources of Competitive Advantage Targeting Improvement: Operational Measures - Time T‚ Inventory I‚ Throughput rate R » Link through Little’s Law » Link to Financial Measures » Targeting improvement: CRU Computer Rentals Capacity and Flow Time Analysis » Pizza Pazza » Levers for Improvement Multi-product Capacity Management and Investment » Joint Marketing & Production Decisions » Optimal Capacity
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April 8‚ 2013 Group Report 1: Capacity Management The following is an account of our Littlefield Technologies simulation game. The account includes the decisions we made‚ the actions we took‚ and their impact on production and the bottom line. Day 53 Our first decision was to buy a 2nd machine at Station 1. We did not have any analysis or strategy at this point. Nonetheless‚ this turned out to be a wise investment‚ since Station 1 was in danger of becoming a bottleneck in production
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Round 1 of Littlefield Technologies was quite different from round 2. We started the game with no real plan in mind unlike round 2 where we formulated multiple strategies throughout the duration of the game. Starting off we could right away see that an additional machine was required at station 2 to handle the dual processing load from station one and three. We purchased a machine for station 2 as soon as we gained control over the factory. Looking back now I can see that this could have been a risky
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deviation of 2 rolls per day. The cost of ordering tape is $1 per order and carrying costs are 40 cents per roll a year. Lead-time is three days. What is the EOQ? What ROP will provide a lead-time service level of 96%? What is the difference in expected number of units short per cycle with 96% and 98% lead-time service level? Per year? (Assuming demand is one roll at a time) Problem 2. Consider the following information on an inventory management system: $10 $250 33% of item cost 25‚750
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Managing Customer Responsiveness at Littlefield Labs Background Littlefield Laboratories (LL) has opened another lab. The new lab uses the same process as the lab in the assignment “Capacity Management at Littlefield Labs” — neither the process sequence nor the process time distributions at each machine have changed. On day 0‚ the lab began operations with three preparers‚ one tester‚ and one centrifuge‚ and an inventory of 160 test kits. This left the lab with $1‚000‚000 in reserves. Customer
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created a trend forecast‚ using the first 50 days of data‚ showing us that the bottleneck station was at Station 1. On day 50 of the simulation‚ my team‚ 1teamsf‚ decided to buy a second machine to sustain our $1‚000 revenue per day and met our quoted lead time for producing and shipping receivers. On day 97‚ we changed Station 2’s scheduling rule to priority step 2. We noticed that the bottleneck was not just at station 1‚ but at all stations‚ and that buying a new machine would not be the right choice
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knew what was going on when changes needed to be made. We all came together to figure out the best course of action and then we executed. II. Operational Decision and Analysis 1. Step 1 is the bottleneck because it has the largest average queue size compare to step 2‚ 3 or 4. Even though we purchased 5 machines for Step 1‚ the utilization rate were around 80% or 90% when demand was high. Although Step 2 and 4 do their jobs in the station‚ they only take 2.1 hours which is still low compare to
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