Operation Management Field Project - Tribe

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Boston University School of Management - OM725 field project
Team 9, Cohort D, MBA Class of 2014
Sarah Rubinton
Will Reid
Abhishek Sinha
Gian Calvesbert
Kobi Magnezi

Published in: Education, Business, Technology
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Operation Management Field Project - Tribe

  1. 1. Sarah RubintonWill ReidAbhishek SinhaGian CalvesbertKobi Magnezi
  2. 2. AGENDAIntroduction and problem statementObservations and ConstraintsProcess Flow AnalysisCapacity Utilization and RecommendationsAfter analysis and learning
  3. 3. INTRODUCTION• Tribe Mediterranean foods, based in Taunton, MA• Established in 1994 and is a subsidiary of Osem/Tivall (nestle Israel)• Products: Mediterranean food including several flavors of hummus andmeat substitutes.• Veggie patch was an independent company and was acquired by tribein 2008 to penetrate the us market for chilled and frozen meatsubstitutes ($600m market)
  4. 4. VEGGIE PATCHMeat substitutes market• 3rd place market share in the meatreplacement market• distribution channels: traditionalsupermarket and clubmarketplaces, including BJ’swholesale club, Sam’s club, andCostco
  5. 5. OBSERVATIONS AND CONSTRAINTS• OBSERVATIONS PERFORMED ON APRIL 5 FROM 8 A.M. TO 12 P.M.• FINAL PACKAGING PROCESS• MEAT REPLACEMENT PATTIES• TWO DISTINCT PRODUCT SIZES OBSERVED• LIMITATIONS
  6. 6. PROCESS PHASESSupply from Czech RepublicSupply from Czech RepublicFilling retail/clubpackagesFilling retail/clubpackagesFlapperMetal detector& ScalingJam clearancetableJam clearancetableLabel alignmentinspectLabel alignmentinspectUpper & lower labeling(x2)Preparing package anddate-labelingExpiration dateprintingTasting QATasting QABoxing for retail/clubBoxing for retail/clubTapper (x2) Pallet loading InventoryInventory DistributionDistribution
  7. 7. U-Shape•Convert theline from anL shape toa U shaperouting•Reduce idleworkforce1RECOMMENDATIONS
  8. 8. RECOMMENDATIONSPrevent jams•Reconfigure theconveyor guiderailsystem•Prevent jams withsimple visual guidesVisual signals•Build in more visualsignals to alertworkers to issues andjams along the line•Improvecommunication andreduce waste2 3
  9. 9. AFTER ANALYSIS AND LEARNING• HARD TO IDENTIFY AREAS OF IMPROVEMENT FORCONTINUOUS PROCESS• MINOR MISALIGNMENT OF PACKAGES CAN CAUSE PRODUCTBLOCKAGE ON PRODUCTION LINE AND LOSS IN EFFICIENCY• SETUP TIME AND CHANGEOVER TIME ARE A MAJOR SOURCEOF TIME LOSS• CERTAIN MINIMUM PEOPLE ARE NEEDED TO BABYSITMACHINERY EVEN FOR AUTOMATED PROCESSES• TRYING TO INCREASE THROUGHPUT BY INCREASINGPRODUCTION LINE SPEED CAN CAUSE PROCESS FAILURE(EG. PRODUCT BLOCKAGE, HUMAN ERROR) AND LEAD TOLOST TIME

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