Overview and Objectives The game was held over a week and enabled us to increase our understanding of inventory management at the production stage in the supply chain. In this game‚ the objective was to accomplish production and delivery of the production within 3 days of lead time. Over the course of the game‚ we were to monitor the production numbers and make adjustments through the number of machines which we owned. Machines affected the revenues through the purchases and the goal was to obtain
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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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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 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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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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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 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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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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