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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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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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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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. Station 1 Utilization
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Littlefield Simulation1 Team Synergy discussed our strategy for the Littlefield Simulation. Following is the timeline summarizing the decisions we made and the justification for those decisions. Day 50 – Bought machine for Station 1 When we first evaluated our factory‚ we noticed from days 1 to 50‚ the bottleneck was mainly Station 1. Most days‚ however‚ we were able to make our $1000 revenue. Therefore‚ our team decided that buying another machine for Station 1 would help move the bottleneck
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Stanford University Graduate School of Business rev. August 2004 Managing Customer Responsiveness at Littlefield Technologies Background Littlefield Technologies (LT) has developed another DSS product. The new product is manufactured using the same process as the product in the assignment “Capacity Management at Littlefield Technologies” — neither the process sequence nor the process time distributions at each tool have changed. On day 0‚ the factory began operations with three stuffers‚
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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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LittleField (1) What was your initial strategy and how/why did you change your strategy during the game?. (2) Which concepts that you learned in this course did you apply in making your decisions? Explain. (3) What did you learn from the game? General Strategy Getting into the game our strategy was to identify the bottleneck in the process and maximize its utilization. We were aiming to balance our stock so a new stock will arrive every 4 days‚ and the current stock will not run out (but will get
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Littlefield Technologies Game 2 Strategy – Group 28 1. CUSTOMER ORDERS AND ORDERS WAITING FOR MATERIAL: When considering the demand level and changes‚ we would configure a time series of that data using short range forecasting. Time series are important because they are often the drivers of decision models. Trend projection and regression analysis models will be used to forecast the future demand as the growth of the demand increases at a lower level‚ increases to a higher level‚ and then decreases
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Stanford University Graduate School of Business April 29‚ 2009 * * Managing a Short Product Life Cycle at Littlefield Labs Background In early January‚ Littlefield Labs (LL) opened its first and only highly automated lab to test blood samples. LL receives the samples from local hospitals and clinics and processes the samples using disposable kits. After 360 days of operation the lab will cease operations‚ shut down‚ and dispose of any remaining kit inventories. Neither capacity nor inventory has
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