1. What is the economic ordering quantity for standard 5-inch winches if they are ordered from (a) Supplier A‚ and (b) Supplier B? Round your answers up to the next whole unit‚ because Narragansett cannot order a fraction of a winch. What assumptions are implied in the EOQ model? Do these assumptions appear reasonable when applied to Narragansett Yacht? How many orders should be placed each year if Narragansett buys from Supplier A? If the firm buys from Supplier B? What is the reorder point
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practitioner journals. The literature survey and practice find that third party logistic providers have better opportunity to leverage IT since they need to have interoperable IT systems with their customers. The business philosophy of Just-In-Time (JIT) has also contributed to the impact of IT in logistics. Further‚ information technologies are identified that has benefited the logistics. Future directions of logistics are discussed. INTRODUCTION The proliferation of information technologies (IT)
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Table of Contents Table of Contents 1 Rationale 2 Company Profile 2 Timeline of Events 2 the Toyota Production System 3 Introduction 3 Foundations of TPS 4 JIT (Just-In-Time) 4 Heijunka – Leveled Production 4 The Pull System 4 Kanban System 4 Flow Processing 5 JIDOKA 5 Working of the Toyota Production System 6 Step 1 -Order information 6 Step 2 – Timely Production 6 Step 3 – Parts Replacement 6 The Results 7 Usability of TPS for any organization 7 Rationale Operations Management
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CALIFORNIA STATE UNIVERSITY‚ LOS ANGELES SCHOOL OF BUSINESS AND ECONOMICS MGMT 460: CASE STUDIES IN OPERATIONS MANAGEMENT Winter 2011‚ SHC C368 Instructor: Kern Kwong‚ Ph.D. Office: Simpson Tower 805 College of Business and Economics California State University‚ Los Angeles Office Hours: Tuesday: 2:00-6:00 p.m. Email: kkwong2@calstatela.edu Website: http://instructional1.calstatela.edu/kkwong2/Mgmt460 Office Telephone: 323-343-2899 [Use email if you need a reply quickly.] Course
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were being imported from Japan. As part of its setup the Tsutsumi production line was copied and employees were trained in the TPS process. TPS is based on reducing costs through the elimination of waste. TPS relied on two themes Just-In-Time (JIT) and jidoka. JIT means that new parts are produced only when needed. Jidoka is the stopping of production when a problem is noticed and fixing it then and there. TMM USA implemented these methodologies throughout its operation departments. TMM USA also had
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Certified Duty Inspector CO Commanding Officer FIFO First-In-First-Out FOD Foreign Object Damage (engine damage from foreign materials) FRC Fleet Readiness Center FSS Forward Supply Stores IMA Intermediate Maintenance Activities JIT Just-in-Time LSS Lean Six-Sigma MATCON Material Control MC Mission Capable MDT Mean Down Time MDU Material Delivery Unit MEI Major Engine Inspection MTBF Mean Time Between Failure NMC Non-Mission-Capable NRFI Not Ready for
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MIS for Manufacturing Industry The automation in manufacturing companies has significantly improved in all areas of processing‚ but at the same time it has also created a staggering amount of data. Though IT departments have taken advantage of hardware improvements to economically store the increased data‚ there never seems to be enough time or resources to meet the needs of factory managers who face the “fact gap” that exists between the data and the usable information required to make real business
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accounting system to fail. There were three main trends that contributed to this failure. Firstly‚ direct labor hours per lot testing had been steadily decreasing over the past few years due to the increased popularity of Just-in-Time (JIT) delivery. A key component of JIT is vender certification which requires the suppliers to do primary testing of components before reaching Seligram. This reduced the number of tests needed to be performed by ETO. Secondly‚ there was a shift from simple inspection
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there is variability up the supply chain. Implementing a good JIT program could solve bullwhip faced by the barilla. Benefits of implementing JITD Better responsiveness to demand fluctuations Prevention of the bullwhip effect Improvement in manufacturing planning‚ using objective data Reduced inventory levels Better relationship with distributors Lover costs for the involved in the supply chain Drawbacks of implementing JIT Unexpected disruptions in the supply process can damaged
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company has on hand. Working capital is needed to pay for planned and unexpected expenses‚ meet the short-term obligations of the business‚ and to build the business.” 2. Give concrete measures how w.c. can be optimized (receivable‚ inventories (JIT‚ etc.) Due to the formulas as followed in Question 1‚ “accounts receivable‚ inventory and accounts payable” are the three components. So in my opinion‚ these three aspects should be considered if we would like to optimize the working capital. In addition
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