Oak Hills facility faces quality problems such as high inventory costs, long inventory turnover times, and inefficiencies in the manufacturing process. Changes need to be made to streamline production and improve employee training. Implementing a rhythm wheel and time compression principle can help match production to demand and improve on-time delivery. However, problems could occur from employee resistance to change or from supplier delays that need to be addressed.
The presentation is about ERP Implementation failure case study of the Famous Choclate manufacturing brand Heshey's. What went wrong and what could have been done? is explaind!
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The presentation is about ERP Implementation failure case study of the Famous Choclate manufacturing brand Heshey's. What went wrong and what could have been done? is explaind!
http://essaysreasy.com .That's a sample paper - essay / paper on the topic "The jaguar project case" created by our writers!
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Drivers of supply chain transformation (why), characteristics of evolving supply chains as adaptive supply networks (what), and (how) principles to accelerate the transformation.
Enterprise resource planning, Evolution, Importance, Advantage for BusinessPraveen Venugopal
ENTERPRISE RESOURCE PLANNING (ERP)
(ERP) is a process by which a company (often a manufacturer) manages and integrates the important parts of its business. An ERP management information system integrates areas such as planning, purchasing, inventory, sales, marketing, finance, human resources, etc.
Essentials of Supply Chain Management, 4th Edition Lecture and Study SlidesMichael Hugos
Lecture slides and weekly quizzes for instructors and students using Essentials of Supply Chain Management, 4th Ed. PowerPoint version available, contact info@scmglobe.com.
Amazon's European Distribution Strategy Case StudyYASSER ELSEDAWY
Amazon's supply chain challenges in Europe
Amazon.Com was launched on 16th July 1995 by Jeff Bezos. In the beginning, Amazon.com started as an online bookstore, With 25 million titles it became the earth's biggest bookstore but soon diversified. In 2008, Amazon had 8 warehouses in the U.S. and another 15 in the rest of the world. Amazon now has around 50 warehouses, 20 in the US and rest in Canada, France, Germany, Italy, UK, China, Japan. At Present the company is providing three primary customer sets; consumers, Sellers, and developers.
Amazon balances between the cost of distribution and levels of services by having efficient distribution centers and multi-tier inventory networks.
Indirect Procurement - Mr. Ashwani Singh (Watson Pharma)ELSCC
Indirect procurement is the sourcing of all goods and services for a business that enable its activity. It is a slow, technology intensive process requiring change management across the organization boundaries.
Download our content ready supply chain management PowerPoint presentation to showcase the flow of goods and services to the management and client. This predesigned supply chain analysis PPT presentation comprises 77 slides. The Supply Chain Management presentation covers slide on various relevant subjects such as supply chain management process, SCM decision phases, strategic sourcing process, logistics, and it, planning and forecasting, inventory management, inventory management models, performance measures, and common problems with supply chain management. A team of the researcher has researched the content of the presentation, and top professional graphics designers have converted it into a stunning presentation. Use this SCM PowerPoint PPT to represent the process of design, planning, implementation, control, and monitoring of supply-chain tasks with the goal of preparing net value and constructing a competitive framework. Our presentation designers have used an appealing graphics of table, pie charts, bar graphs, circles, and icons to make this presentation professional and attention-grabbing. Grab this complete presentation on supply chain management and improve the relationship with customers. Throw a line with our Supply Chain Management Powerpoint Presentation Slides. Reel them in slowly to your point of view.
The pick line is the heart of your distribution operation. Its design affects labor productivity and all functions of the warehouse. These best practices will help you establish a picking strategy, assign items to the proper locations and then set up the rules to keep your pick line humming.
Drivers of supply chain transformation (why), characteristics of evolving supply chains as adaptive supply networks (what), and (how) principles to accelerate the transformation.
Enterprise resource planning, Evolution, Importance, Advantage for BusinessPraveen Venugopal
ENTERPRISE RESOURCE PLANNING (ERP)
(ERP) is a process by which a company (often a manufacturer) manages and integrates the important parts of its business. An ERP management information system integrates areas such as planning, purchasing, inventory, sales, marketing, finance, human resources, etc.
Essentials of Supply Chain Management, 4th Edition Lecture and Study SlidesMichael Hugos
Lecture slides and weekly quizzes for instructors and students using Essentials of Supply Chain Management, 4th Ed. PowerPoint version available, contact info@scmglobe.com.
Amazon's European Distribution Strategy Case StudyYASSER ELSEDAWY
Amazon's supply chain challenges in Europe
Amazon.Com was launched on 16th July 1995 by Jeff Bezos. In the beginning, Amazon.com started as an online bookstore, With 25 million titles it became the earth's biggest bookstore but soon diversified. In 2008, Amazon had 8 warehouses in the U.S. and another 15 in the rest of the world. Amazon now has around 50 warehouses, 20 in the US and rest in Canada, France, Germany, Italy, UK, China, Japan. At Present the company is providing three primary customer sets; consumers, Sellers, and developers.
Amazon balances between the cost of distribution and levels of services by having efficient distribution centers and multi-tier inventory networks.
Indirect Procurement - Mr. Ashwani Singh (Watson Pharma)ELSCC
Indirect procurement is the sourcing of all goods and services for a business that enable its activity. It is a slow, technology intensive process requiring change management across the organization boundaries.
Download our content ready supply chain management PowerPoint presentation to showcase the flow of goods and services to the management and client. This predesigned supply chain analysis PPT presentation comprises 77 slides. The Supply Chain Management presentation covers slide on various relevant subjects such as supply chain management process, SCM decision phases, strategic sourcing process, logistics, and it, planning and forecasting, inventory management, inventory management models, performance measures, and common problems with supply chain management. A team of the researcher has researched the content of the presentation, and top professional graphics designers have converted it into a stunning presentation. Use this SCM PowerPoint PPT to represent the process of design, planning, implementation, control, and monitoring of supply-chain tasks with the goal of preparing net value and constructing a competitive framework. Our presentation designers have used an appealing graphics of table, pie charts, bar graphs, circles, and icons to make this presentation professional and attention-grabbing. Grab this complete presentation on supply chain management and improve the relationship with customers. Throw a line with our Supply Chain Management Powerpoint Presentation Slides. Reel them in slowly to your point of view.
The pick line is the heart of your distribution operation. Its design affects labor productivity and all functions of the warehouse. These best practices will help you establish a picking strategy, assign items to the proper locations and then set up the rules to keep your pick line humming.
General Motor Strategic Management AnalysisRashid Javed
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
Chapter 5. Supply Planning: Meeting Customer Demand
After we’ve made our best estimate of a demand forecast for goods or services and netted it against our current and targeted inventory position to determine our future inventory requirements, it becomes necessary to make sure that we have enough capacity to meet the anticipated demand.
When we think of planning the capacity for a goods or service business, we typically think in terms of three time horizons:
Long range (1-3+ years) – Where we need to add facilities and equipment that have a long lead time.
Medium range (roughly 2 to 12 months), we can add equipment, personnel, and shifts; we can subcontract production and/or we can build or use inventory. This is known as “aggregate planning”.
Short range (up to 2-3 months) –Mainly focused upon scheduling production and people, as well as allocating machinery, generally referred to as production planning. It is hard to adjust capacity in the short run since we are usually constrained by existing capacity.
The supply chain and logistics function must actively support all of the above by supplying material and components for production and product to the customer and in fact has many of its own capacity constraints in terms of its distribution and transportation services.
In many service organizations, the actual work of capacity and supply planning for the production of inventory may be partially or totally in another organization as is the case of retailers or wholesalers. But even in those instances, retail and wholesale supply chain organizations are intertwined with the vendor’s manufacturing process, so they should participate, support and integrate vendor production plans into their own processes when possible. Additionally, service organizations have capacity constraints in terms of various resources that are impacted by inventory levels (ex: labor, warehouse capacity, back room retail storage, shelf space, etc). So it is well worth understanding the aggregate planning process no matter where you are in the supply chain.
The Process Decision
Stepping back for the moment, it should be understood that all organizations, both goods and services, have to make what is known as the process decision. That is, how the goods or services are to be delivered.
In most established organizations, there is already an existing process that is usually based upon the industry and managements competitive strategy.
Goods and Service Processes
Process choices in goods and service industries can be defined and delineated by what has become to be known as the “product-process matrix” (
Hayes and Wheelwright; 1979; Chart 5.1). In this model, an organization’s process choices are based upon both the volume produced and variety of products. At the upper left of the chart, companies are considered process oriented or focused and those in the lower right are considered product focused. The ultimate decision of where a firm lo.
OPS 571 Effective Communication - snaptutorial.comdonaldzs45
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Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Current ratio
Receivable turnover
For more classes visit
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Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Current ratio
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
Understand the relationship between supply chain management (SCM) and organisational business objectives
Explain the importance of effective supply chain management in achieving organisational objectives
Explain the link between supply chain management and business functions in an organisation
Discuss the key drivers for achieving an integrated supply chain strategy in an organisation
Be able to use information technology to optimize supplier relationships in an organisation
Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships
Task 2.2: Use information technology to create strategies to develop an organisation’s relationship with its suppliers
Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
Understand the role of information technology in supply chain management
Assess how information technology could assist integration of different parts of the supply chain of an organisation
Task 3.2: Evaluate how information technology has contributed to the management of the supply chain of an organisation
Assess the effectiveness of information technology in managing the supply chain of an organisation
Understand the role of logistics and procurement in supply chain management
Explain the role of logistics in supply chain management in an organisation
Introduction
Savage gulf sulphur is the largest company that deals with the operation of sulphur transportation and logistics system in United States. This organization was founded in the year 2002; the company is located in Orlesiana, Louisiana (Savage, n.d). The company specializes in processes such as handling of petroleum coke, loading and unloading of liquids and sulphur handling.
a) Coke cutting petroleum: with this activity the company deals with coke cutting, which include drum heading and unheading. It has proper knowledge in the importance that a coker play in refinery production. Moreover coke cutting also includes handling and maintaining coker units inside various refineries.
b) Loading and unloading of petroleum products: It is imperative understood that coke must be transported from the ore refinery so as to avoid production process slowdowns. The section of handling solutions consist of operation as well as maintenance of bridge crushers, cranes, and loading equipments. In addition, the services include transportation and logistics required to translocate coke from the core refineries to the final users. The services comprise of trucks, marine and rail transportation.
c) Sulphur handling: the company also specializes in handling of molten sulphur formed. The sulphur solution formed includes operation of molten sulphur recovery unit, truck loading and transporting. The company partners in a joint venture with Mosaic in handling sulphur.
Sulphur gulf salvage has a committed team that caters for loading and offloading services of refineries with in-plant rail, truck for all liquids such as benyzner, suplhur and LPG’s. In terms of transportation and logistical management, the company is utilizing cost-effective strategies to enhance comparative advantage (Savage, n.d).
The company operates with a committed team which partners with clients in facilitating their operations across all refining business areas.
Transformational change
Transformational change occurs when companies move from earlier form to present form. These changes occur due to several things including the competition, the need to cut costs, the need to expand and other external forces that might trigger organizational change. Taking an example of Savage Gulf Sulphur, transformational change has occurred through stiff competition that has triggered losing business hence the management need to respond.
Transformational Management
Transformational management is an approach to company leadership in which management leads the organization through a transformation in direction, processes or other critical elements of operation.
A. Why can the firm not just keep doing what it has been doing?
The company wants to expand the production handling of this product to become more well-known.
B. Are there easier alternatives to accomplish the goal of remaining competitive?
Unfortunately, the production and findings of sulphur are very important. They are so important.
1. Lean Implementation and Supply Chain Development at Oak Hills 1
Lean Implementation and Supply Chain Development at Oak Hills
By
Christina Cecil
An assignment submitted in partial fulfillment of the requirement for MGT 608
School of Business Management
National University
Gary Solomon
12/12/15
2. Lean Implementation and Supply Chain Development at Oak Hills 2
Background
This article focuses the Oak Hills facility and their need to implement a more lean supply
chain. “The Oak Hills facility is a unit of The Oil and Gas Services Company (TOGS)” (Visich,
2013, p. 79). With oil prices and demand low in the industry and a “wave of mergers…within the
oil and gas industry” TOGS was able to acquire a “competitor, Triangle Corp.” (Visich, 2013, p.
79). Soon after The Oil and Gas Services Company was purchased by Pasadena Services. This
purchase by Pasadena Services leads the company to planning “to reduce operating expenses by
consolidating redundant operations” (Visich, 2013, p. 79).
What are the specific quality problems Oak Hills is facing, and how will they influence the
company’s ability to convert to a lean system?
The Oak Hills manufacturing facility has problems in no knowing what testing
instruments Pasadena Services will need once they are done reducing operating expenses. Other
problems are the “inventory holding costs” being high and inventory turnover only being five
times annually, “increased delivery costs and overtime pay were other costs associated with
expediting orders” (Visich, 2013, p. 80). This has caused issues since their customer are used to
this expedient shipping on orders and as a result has led to unhappy employees and a drop in
customer service. A major issue Oak Hills faces in that “a different lid is required for each type
of box” that they produce and this leads to lids not being able to be inventoried (Visich, 2013, p.
82). Other problems are in the lid manufacturing process since “employees were not trained in
process control techniques” and their supplier’s poor delivery record has causes issues with
orders being rushed (Visich, 2013, p. 86).
3. Lean Implementation and Supply Chain Development at Oak Hills 3
What changes in the manufacturing environment need to be undertaken in order to convert
the current systemto a lean system? Think about this from both short-term and a long-
term perspective.
The changes that need to be made are a lot for this company. By reducing the number of
lids by implementing a more streamline box set that can use fewer models of lids. Employees
need to trained on process control and with the Rhythm Wheel certain employees should be
delegated the tasks of testing and moving the lids to different departments. Another solution
would be to reorganize the production facility so the movement of products and employees
between departments would not only save on time but be more efficient for the production
process overall. By eventually considering going with a different supplier for their sensor boards
this could reduce the costs of delivery time and overtime pay since the parts will then be making
it to the manufacturing plant in the time frame that it is needed.
How will the implementation of lean systemimpact employees and what can be done to
smooth the transition?
Initially employees might be worried about losing their jobs but once the new plan is laid
out for employees things will go smoother. To smooth the transition managers need to make sure
that the employees are trained in the new system and are aware of the changes and the time-line
in which the changes will be taking place in the work environment.
At what stage in the development of a supply chain is Oak hills, and what can be done to
improve the supply chain?
I think the supply chain needs improvement not only in their issues with their sensor
board supplier, but in the whole manufacturing process in the plant. The plant set up for
4. Lean Implementation and Supply Chain Development at Oak Hills 4
production needs to be changed to make the process more streamline for the employees and the
employees need to be trained on quality control. Other issues lie in the employees moving form
station to station which slows down the process. In order to improve the supply chain
implementation of the “Rhythm Wheels makes it possible to match production capacity with
stocks more efficiently” (Packowski & Francas, 2013, p. 135). This allows for the company to
“bring production and replenishment planning together when dealing with volatile environments,
the alignment of production planning parameters and inventory targets” (Packowski & Francas,
2013, p. 135). In the issue of the lids ending up up damaged to the customers by using RIFD the
company would be able to determine why the lids are being damaged, also implementing quality
standards for the lids and a standard set of measurements for thickness and weight of each lid
would reduce the waste from rejected lids.
For Oak Hills, what is the connection between demand management and the supply chain?
Demand management does not seem to be doing a very good job in predicting the
demand for the year’s sales this causes issues in the supply chain in that it causes the employees
to rush to fill orders for the delivery truck to get the products to the customers for next day
delivery.
What should Oak Hills do? What problems might occur in implementing your
recommendations, and how can these problems be avoided or neutralized?
By implementing both a Rhythm Wheel and Time Compression Principle the company
should be able to fix some of the issues in the supply chain. Time Compression Principle
“suggests that every activity in the supply chain should be undertaken in the least possible time
needed to achieve the task. It also suggests on-time delivery of what is actually required” (Panda
5. Lean Implementation and Supply Chain Development at Oak Hills 5
& Mohanty, 2011, p. 25). This would require the company to look for a new supplier that would
not be late in their delivery of the products needed.
6. Lean Implementation and Supply Chain Development at Oak Hills 6
References
Packowski, J., & Francasa, D. (2013). Lean SCM: A Paradigm Shift in Supply Chain
Management. Journal of Business Chemistry, (10)3. P. 131-137. Retrieved from
http://web.a.ebscohost.com.ezproxy.nu.edu/bsi/pdfviewer/pdfviewer?sid=54e02b8c-
c0e3-44a4-96fb-7f35691a6d5e%40sessionmgr4003&vid=1&hid=4107
Panda, T.K., & Mohanty, P.K. (2011). Supply Chain Management and Bull Whip Effect: A
Conceptual Framework for Efficiency Improvement in Supply Chain. The IUP Journal of
Supply Chain Management, 7(4). P. 20-29. Retrieved from
http://web.b.ebscohost.com.ezproxy.nu.edu/bsi/pdfviewer/pdfviewer?sid=b59eb8de-
2805-45a0-85e8-720a35706720%40sessionmgr111&vid=1&hid=101
Visich, J.K., & Wicks, A.M. (2013). Lean Implementation and Supply Chain Development at
Oak Hills. Bryant University. P. 79-86. Retrieved from
https://nu.blackboard.com/bbcswebdav/pid-1264980-dt-content-rid
4687838_1/courses/MGT608-65511
1512/Lean%20Implementation%20and%20SCM%20at%20OH%20wisner_case_pt03_13
.pdf