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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Executive Summary Our team operated and managed the Littlefield Technologies facility over the span of 1268 simulated days. Our team finished the simulation in 3rd place‚ posting $2‚234‚639 in cash at the end of the game. We did intuitive analysis initially and came up the strategy at the beginning of the game. And then we applied the knowledge we learned in the class‚ did process analysis and modified our strategies according to the performance results dynamically. We have reinforced many of the
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Stanford University Graduate School of Business September 2007 Littlefield Technologies: Overview Introduction Littlefield Technologies is a job shop which assembles Digital Satellite System receivers. These receivers are assembled from kits of electronic components procured from a single supplier. The assembly process consists of four steps carried out at 3 stations called board stuffing‚ testing and tuning. The first step consists of mounting the components onto PC Boards and soldering
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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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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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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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Littlefield Simulation Write-up December 7‚ 2011 Operations Management 502 Team 9 Littlefield Lab We began our analysis by searching for bottlenecks that existed in the current system. It was easily identified that major issues existed in the ordering process. Without calculations‚ you could tell the reorder point was too low since the historical plots showed inventory levels at zero for two or more days at a time. The number of jobs in customer orders showed correlating spikes at the same
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Littlefield Simulation 2: Occupylittlefield With our second littlefield simulation complete‚ we have reinforced many of the concepts and lessons learned in class. We had a better understanding of the operation of the littlefield facility and how certain modifications would affect the throughput and lead time. Though we are pleased with our final results compared to the rest of the class‚ we see there is still room for improvement. We made many mistakes‚ but most importantly we have learned from
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Before the simulation started‚ our team 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
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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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