Diecraft Australia
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This was our group assignment this august, we really enjoyed it and had some good ideas about the production engineering as well as operation management. Thought you would like to have a glimpse...
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DonnerCompany
The document discusses production problems at Donner Company, which manufactures printed circuit boards. It analyzes time and utilization data from their standard production process. There are positive correlations between order size/time to complete orders and negative correlations between order size/time spent per board. The company is not considering time per board when estimating delivery dates. Mr. Plummer notices several issues: machines are idly more than expected; goals and time standards are not being used; and quality and delivery problems exist. Specific actions are needed to address these problems.
Donner Case, Operation Management, HBR case
- Donner Company was founded in 1985 and specialized in manufacturing circuit boards for prototype and small production runs. It promised delivery within 3-5 weeks depending on order size.
- The manufacturing process involved three steps: preparation, image transfer, and fabrication. It was carried out by three employees using both manual and computer-controlled equipment.
- Problems faced by the company included being overly crowded in the second half of the month, increasing rates of returns, and an unstable production process due to bottlenecks and frequent rescheduling.
Sport Obermeyer case study_team8_submit
Sport Obermeyer produces skiwear and uses a combination of qualitative forecasting techniques to estimate demand for initial production. They forecast demand for 10 styles and determine the optimal order quantity for each by balancing the risks and costs of under- and over-estimating demand. The summary recommends operational changes like reducing style complexity, shortening lead times, developing supplier relationships, expanding distribution, and collecting historical data to improve forecasting. For sourcing, Hong Kong is best for flexibility and quality on smaller orders and higher risk styles, while China is better for larger volumes and lower risk styles, but long term quality improvements in China could leverage both countries' advantages.
CASE Reebok NFL Replica Jerseys
1) Reebok produces NFL replica jerseys and faces uncertain demand that is highly seasonal and dependent on player and team performance. To manage costs and flexibility, Reebok uses a postponement strategy of producing blank jerseys offshore and finishing production in the US.
2) A newsvendor model is used to determine optimal inventory levels of blank and dressed jerseys for New England by calculating overage and underage costs and critical stocking ratios to maximize expected profit.
3) The model estimates selling 85,179 jerseys for $986,000 in profit with some unsold inventory, and up to 87,055 jerseys and $1,048,819 in profit
Donner case Operations Management
Donner Company accepts orders of varying sizes, from small to large. This causes issues for their shop floor and performance. Taking both small and large orders leads to inefficient scheduling and idle workers as manual and automated processes require different staffing levels. It also increases returns and delays, as larger orders are more difficult for Donner to complete accurately due to incomplete operations and quality issues. Accepting both small and large orders makes it hard to assess worker performance and impacts key metrics like average flow time, on-time shipment, and quality levels.
Kristen's cookie company
This document outlines Kristen's Cookie Company process flow and assumptions. It describes the steps to make one dozen cookies, which takes 26 minutes total. It then provides answers to various questions about production capacity, labor time, pricing strategies, equipment needs, and identifying bottlenecks. The key bottleneck identified is the single oven, and expanding to two ovens for $2.70 rental would increase production by 40% and generate $13.50 in additional revenue per night.
Kristen's cookie company
Operation Management:-Systematic direction, control, and evaluation of the entire range of processes that transform inputs into finished goods or services.
Kristen cookie case
Kristen runs a cookie business called Kristen's Cookie Co. and has some questions about operations. She can currently fill 6 dozen cookies per hour which is the bottleneck in her process. In 4 hours of baking each night she could fill 22 orders. Each order takes her own time and her roommate's time to complete. She asks if she should offer volume discounts and how many food processors and baking sheets she will need. Changes like better, faster production or lower costs are also considered along with adding another oven.
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DonnerCompany
The document discusses production problems at Donner Company, which manufactures printed circuit boards. It analyzes time and utilization data from their standard production process. There are positive correlations between order size/time to complete orders and negative correlations between order size/time spent per board. The company is not considering time per board when estimating delivery dates. Mr. Plummer notices several issues: machines are idly more than expected; goals and time standards are not being used; and quality and delivery problems exist. Specific actions are needed to address these problems.
Donner Case, Operation Management, HBR case
- Donner Company was founded in 1985 and specialized in manufacturing circuit boards for prototype and small production runs. It promised delivery within 3-5 weeks depending on order size.
- The manufacturing process involved three steps: preparation, image transfer, and fabrication. It was carried out by three employees using both manual and computer-controlled equipment.
- Problems faced by the company included being overly crowded in the second half of the month, increasing rates of returns, and an unstable production process due to bottlenecks and frequent rescheduling.
Sport Obermeyer case study_team8_submit
Sport Obermeyer produces skiwear and uses a combination of qualitative forecasting techniques to estimate demand for initial production. They forecast demand for 10 styles and determine the optimal order quantity for each by balancing the risks and costs of under- and over-estimating demand. The summary recommends operational changes like reducing style complexity, shortening lead times, developing supplier relationships, expanding distribution, and collecting historical data to improve forecasting. For sourcing, Hong Kong is best for flexibility and quality on smaller orders and higher risk styles, while China is better for larger volumes and lower risk styles, but long term quality improvements in China could leverage both countries' advantages.
CASE Reebok NFL Replica Jerseys
1) Reebok produces NFL replica jerseys and faces uncertain demand that is highly seasonal and dependent on player and team performance. To manage costs and flexibility, Reebok uses a postponement strategy of producing blank jerseys offshore and finishing production in the US.
2) A newsvendor model is used to determine optimal inventory levels of blank and dressed jerseys for New England by calculating overage and underage costs and critical stocking ratios to maximize expected profit.
3) The model estimates selling 85,179 jerseys for $986,000 in profit with some unsold inventory, and up to 87,055 jerseys and $1,048,819 in profit
Donner case Operations Management
Donner Company accepts orders of varying sizes, from small to large. This causes issues for their shop floor and performance. Taking both small and large orders leads to inefficient scheduling and idle workers as manual and automated processes require different staffing levels. It also increases returns and delays, as larger orders are more difficult for Donner to complete accurately due to incomplete operations and quality issues. Accepting both small and large orders makes it hard to assess worker performance and impacts key metrics like average flow time, on-time shipment, and quality levels.
Kristen's cookie company
This document outlines Kristen's Cookie Company process flow and assumptions. It describes the steps to make one dozen cookies, which takes 26 minutes total. It then provides answers to various questions about production capacity, labor time, pricing strategies, equipment needs, and identifying bottlenecks. The key bottleneck identified is the single oven, and expanding to two ovens for $2.70 rental would increase production by 40% and generate $13.50 in additional revenue per night.
Kristen's cookie company
Operation Management:-Systematic direction, control, and evaluation of the entire range of processes that transform inputs into finished goods or services.
Kristen cookie case
Kristen runs a cookie business called Kristen's Cookie Co. and has some questions about operations. She can currently fill 6 dozen cookies per hour which is the bottleneck in her process. In 4 hours of baking each night she could fill 22 orders. Each order takes her own time and her roommate's time to complete. She asks if she should offer volume discounts and how many food processors and baking sheets she will need. Changes like better, faster production or lower costs are also considered along with adding another oven.
Dell case study final presentation
Dell was facing increasing costs in its L5 desktop manufacturing supply chain due to motherboards being air freighted to the US for integration. The BPI team evaluated 6 options to address this, including keeping the existing 3PI model or moving integration to Dell facilities. After assessing factors like costs, complexity, quality and capital requirements, the team recommended Option 3A of establishing an offline integration facility at Dell's Supplier Logistics Center. While this would make cost accounting more complex, it offered low capital costs and improved supplier quality management. However, the sustainability of this approach could be impacted by further chipset supply issues.
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The document describes a queuing system of an online legal service that receives customer emails and has lawyers respond to them. Key details:
- Emails arrive at a rate of 10 per hour with a coefficient of variation of 1.
- One lawyer responds to emails, taking on average 5 minutes with a standard deviation of 4 minutes.
- The average customer wait time is calculated to be 20.5 minutes.
- With a 10 hour work day, a lawyer would receive about 100 emails.
- The lawyer would have 1.66 hours for other work when not responding to emails.
- Reducing the standard deviation of response times to 0.5 minutes would not change average wait or lawyer work time.
Donner case study om
Donner Company is experiencing several operational problems including poor on-time delivery, high product return rates, and shifting bottlenecks. A detailed analysis was conducted of Donner's processes, labor utilization, materials, capacity, and information flow. The analysis revealed specific issues like a lack of quality control, standard times not reflecting actual times, and the sequential production flow causing idle times. Recommendations will focus on changing Donner's strategy and improving quality and delivery.
Sport Obermeyer Case Solution
Sport Obermeyer is deciding how to allocate production of women's parkas between manufacturing in Hong Kong and China. Factors that influence this decision include minimum order quantities, production costs, quality differences, workforce skills, and lead times. Based on an analysis of forecast accuracy and risk for each style, Sport Obermeyer determines how many units of each style to produce in Hong Kong versus China in their initial production run while meeting their total quantity needs.
bis corporation case
BIS Corporation is a paint manufacturing company with eight plants and 17 warehouses that supplies products to 2,000 retail stores. The CEO wants to reengineer production, inventory, and logistics as the current single-tier distribution system results in low truck utilization and high costs. Consultants recommend a two-tier system with primary and secondary warehouses to improve customer service. This would require establishing 34 secondary warehouses, increasing inventory levels but reducing transportation costs to customers. The production strategy options are to produce all products at each plant or concentrate high-volume products at two plants per zone to reduce costs.
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Sports Obermeyer Case
The document discusses Sports Obermeyer, a skiwear manufacturer founded in 1947. It provides details on the company's structure, sales figures, market share, and a joint venture called Obersport.
It then presents a sample problem asking how many units of each style Wally Obermeyer should order from its Hong Kong production. Using forecasting data and calculations, it recommends production quantities for 10 styles that meet the minimum order of 10,000 units.
Recommendations are made to improve Obermeyer's forecasting accuracy, reduce lead times, increase Chinese worker efficiency, and source non-standard zippers closer to reduce lead times. Long-term, shifting more production to Hong Kong is suggested due to lead
Sport obermeyer ltd
Sport Obermeyer Ltd is a skiwear manufacturer founded in 1947 that produces a broad line of ski apparel, with estimated sales of $32.8 million in 1992. The company has production facilities in Hong Kong and China through a joint venture partner called Obersport Ltd to handle sourcing and production. The document outlines Sport Obermeyer's production process, challenges, issues, and recommendations to improve demand forecasting and flexibility to better meet orders.
Meditech Surgical Case Study
Meditech Surgical faces problems with new product introductions and delivering all products on time. New products experience high initial demand that is difficult to forecast, resulting in delays. All products suffer from inconsistent data collection systems, long production lead times, and a siloed organizational structure. The customer service manager first recognized these issues as they directly interact with unhappy customers experiencing delays. To solve the problems, Meditech should reduce complexity, implement demand pooling, standardize data sharing between departments, outsource low-margin products, and improve forecasting methods.
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Himont licensed its cutting edge technology for three key reasons: to generate licensing income for accelerated R&D, prevent competitors from entering the market, and build a rapid global market presence through partnerships. The contract clauses helped address licensor-licensee problems by obtaining feedback to accelerate learning, identifying core technologies, and establishing a self-sustaining licensing cycle of value creation, monetization, and reinvestment.
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Case: Zenith (hdtv)
This document discusses Zenith, a television manufacturer facing losses due to foreign competition. It outlines several issues regarding introducing high-definition TV (HDTV):
1) Analyzing projected HDTV demand under pessimistic, most likely, and optimistic scenarios from 1992-1999.
2) Conducting research on consumer preferences for different TV aspect ratios and screen sizes to determine what models to offer.
3) Understanding how to assess the HDTV market potential under the different demand scenarios and factors like availability of programming and customer willingness to pay higher prices.
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Kristen Cookie case study
Case study on Kristen cookie company
operations case study
please do Consider the burned cookie scenario which is no included in the case
Sports Obermeyer
This document contains recommendations for Wally Obermeyer on how to manage production sourcing between Hong Kong and China. It analyzes factors like labor costs, minimum order quantities, production capabilities, and quality issues. The summary is:
Hong Kong has higher labor costs but offers smaller minimum orders, faster production, more flexibility, and lower repair rates. China has lower costs but requires larger minimums and has slower production, less flexibility, and higher repair rates.
The document recommends sourcing from Hong Kong for short-term needs due to its advantages for smaller orders and higher-risk designs. China is recommended for long-term sourcing due to its cost advantages if larger quantities are needed and designs have lower risk.
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This document discusses the Theory of Constraints (TOC), a management approach that focuses on actively managing constraints that limit an organization's ability to meet goals. It identifies three main types of constraints - bottlenecks, capacity constraints, and demand constraints. A bottleneck is defined as the resource with the lowest capacity in a process. The TOC involves identifying bottlenecks, exploiting them to maximize throughput, and subordinating other decisions to bottleneck management. Key principles include focusing on bottleneck utilization and flow rather than non-bottleneck resources, and pacing work release according to bottleneck capacity.
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The document describes a queuing system of an online legal service that receives customer emails and has lawyers respond to them. Key details:
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- One lawyer responds to emails, taking on average 5 minutes with a standard deviation of 4 minutes.
- The average customer wait time is calculated to be 20.5 minutes.
- With a 10 hour work day, a lawyer would receive about 100 emails.
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Donner Company is experiencing several operational problems including poor on-time delivery, high product return rates, and shifting bottlenecks. A detailed analysis was conducted of Donner's processes, labor utilization, materials, capacity, and information flow. The analysis revealed specific issues like a lack of quality control, standard times not reflecting actual times, and the sequential production flow causing idle times. Recommendations will focus on changing Donner's strategy and improving quality and delivery.
Sport Obermeyer Case Solution
Sport Obermeyer is deciding how to allocate production of women's parkas between manufacturing in Hong Kong and China. Factors that influence this decision include minimum order quantities, production costs, quality differences, workforce skills, and lead times. Based on an analysis of forecast accuracy and risk for each style, Sport Obermeyer determines how many units of each style to produce in Hong Kong versus China in their initial production run while meeting their total quantity needs.
bis corporation case
BIS Corporation is a paint manufacturing company with eight plants and 17 warehouses that supplies products to 2,000 retail stores. The CEO wants to reengineer production, inventory, and logistics as the current single-tier distribution system results in low truck utilization and high costs. Consultants recommend a two-tier system with primary and secondary warehouses to improve customer service. This would require establishing 34 secondary warehouses, increasing inventory levels but reducing transportation costs to customers. The production strategy options are to produce all products at each plant or concentrate high-volume products at two plants per zone to reduce costs.
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Klaus Obermeyer founded Obermeyer in 1947 in Aspen, Colorado. In 1985, Obermeyer formed a joint venture called Obersport in Hong Kong to increase production capacity. Obermeyer's supply chain stretches from Asia to Aspen, with textile and accessory suppliers in Asia manufacturing garments that are then shipped through Obersport and Sport Obermeyer to retailers in the US. Obermeyer faces challenges in uncertain demand forecasting for its seasonal ski fashion products and long lead times in its Asian manufacturing process.
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Meditech is facing issues with on-time delivery of surgical equipment to customers. They are currently delivering products over six weeks late. This is unacceptable in their industry where timely delivery is important. The key causes are a bullwhip effect in the supply chain from poor demand forecasting, long lead times, and frequent new product introductions. Communication issues between departments also contribute to distorted information and panic ordering from distributors.
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The document discusses Sports Obermeyer, a skiwear manufacturer founded in 1947. It provides details on the company's structure, sales figures, market share, and a joint venture called Obersport.
It then presents a sample problem asking how many units of each style Wally Obermeyer should order from its Hong Kong production. Using forecasting data and calculations, it recommends production quantities for 10 styles that meet the minimum order of 10,000 units.
Recommendations are made to improve Obermeyer's forecasting accuracy, reduce lead times, increase Chinese worker efficiency, and source non-standard zippers closer to reduce lead times. Long-term, shifting more production to Hong Kong is suggested due to lead
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Sport Obermeyer Ltd is a skiwear manufacturer founded in 1947 that produces a broad line of ski apparel, with estimated sales of $32.8 million in 1992. The company has production facilities in Hong Kong and China through a joint venture partner called Obersport Ltd to handle sourcing and production. The document outlines Sport Obermeyer's production process, challenges, issues, and recommendations to improve demand forecasting and flexibility to better meet orders.
Meditech Surgical Case Study
Meditech Surgical faces problems with new product introductions and delivering all products on time. New products experience high initial demand that is difficult to forecast, resulting in delays. All products suffer from inconsistent data collection systems, long production lead times, and a siloed organizational structure. The customer service manager first recognized these issues as they directly interact with unhappy customers experiencing delays. To solve the problems, Meditech should reduce complexity, implement demand pooling, standardize data sharing between departments, outsource low-margin products, and improve forecasting methods.
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Himont licensed its cutting edge technology for three key reasons: to generate licensing income for accelerated R&D, prevent competitors from entering the market, and build a rapid global market presence through partnerships. The contract clauses helped address licensor-licensee problems by obtaining feedback to accelerate learning, identifying core technologies, and establishing a self-sustaining licensing cycle of value creation, monetization, and reinvestment.
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Hewlett-Packard was facing issues with introducing its new network printer due to differences in power specifications between North America and Europe. The company considered implementing a universal power supply that would work across regions but it would increase costs by $30 per printer. While a universal power supply provided benefits like improved forecasting and reduced inventory costs, it also faced the risk of losing sales if customers did not pay the higher price. HP ultimately decided on a postponement strategy where certain parts were standardized for commonality across regions while customization was delayed until customer orders were placed. This approach balanced the benefits of reduced costs with the ability to customize products regionally as needed.
Reading 3 Strategic Capacity Management.pdf
This document discusses strategic capacity management and planning. It begins by defining key capacity-related terms like capacity, best operating level, and capacity utilization rate. It then explains concepts like economies and diseconomies of scale. Specifically, it notes that as plants increase in size, average costs decrease due to efficiencies, but beyond a certain point costs increase again due to issues like maintaining demand. The document advocates for the focused factory approach where facilities focus production on a limited set of objectives and products. It also discusses the importance of capacity flexibility through means like flexible plants, processes and workers. The summary concludes by noting the document considers issues around changing capacity like maintaining system balance and the costs of upgrading capacity too frequently or infrequently.
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The document discusses cycle inventory and economies of scale in supply chains. Cycle inventory is the average inventory that builds up due to purchasing or producing goods in batches larger than customer demand. This allows companies to benefit from economies of scale by reducing production and transportation costs. While cycle inventory lowers costs, it also increases the average time goods spend in the supply chain before being sold. The optimal lot size balances order and holding costs to minimize total supply chain costs.
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This document discusses Zenith, a television manufacturer facing losses due to foreign competition. It outlines several issues regarding introducing high-definition TV (HDTV):
1) Analyzing projected HDTV demand under pessimistic, most likely, and optimistic scenarios from 1992-1999.
2) Conducting research on consumer preferences for different TV aspect ratios and screen sizes to determine what models to offer.
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Case study on Kristen cookie company
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This document contains recommendations for Wally Obermeyer on how to manage production sourcing between Hong Kong and China. It analyzes factors like labor costs, minimum order quantities, production capabilities, and quality issues. The summary is:
Hong Kong has higher labor costs but offers smaller minimum orders, faster production, more flexibility, and lower repair rates. China has lower costs but requires larger minimums and has slower production, less flexibility, and higher repair rates.
The document recommends sourcing from Hong Kong for short-term needs due to its advantages for smaller orders and higher-risk designs. China is recommended for long-term sourcing due to its cost advantages if larger quantities are needed and designs have lower risk.
mehmet tanlak - 2
This document discusses the Theory of Constraints (TOC), a management approach that focuses on actively managing constraints that limit an organization's ability to meet goals. It identifies three main types of constraints - bottlenecks, capacity constraints, and demand constraints. A bottleneck is defined as the resource with the lowest capacity in a process. The TOC involves identifying bottlenecks, exploiting them to maximize throughput, and subordinating other decisions to bottleneck management. Key principles include focusing on bottleneck utilization and flow rather than non-bottleneck resources, and pacing work release according to bottleneck capacity.
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CASE: Custom Molds, Inc.
Custom Molds, Inc., manufactures custom-designed molds for plastic parts and produces custom-made plastic connectors for the electronics industry. Located in Tucson, Arizona, Custom Molds was founded by the father-and-son team of Tom and Mason Miller in 1997. Tom Miller, a mechanical engineer, had more than 20 years of experience in the connector industry with AMP, Inc., a large multinational producer of electronic connectors. Mason Miller graduated from the Arizona State University in 1996 with joint degrees in chemistry and chemical engineering.
The company was originally formed to provide manufacturers of electronic connectors with a source of high-quality, custom-designed molds for producing plastic parts. The market consisted mainly of the product design and development divisions of those manufacturers. Custom Molds worked closely with each customer to design and develop molds to be used in the customer’s product development processes. Thus, virtually every mold had to meet exacting standards and was somewhat unique. Orders for multiple molds would arrive when customers moved from the design and pilot-run stage of development to large-scale production of newly designed parts.
As the years went by, Custom Molds’s reputation grew as a designer and fabricator of precision molds. Building on this reputation, the Millers decided to expand into the limited manufacture of plastic parts. Ingredient-mixing facilities and injection-molding equipment were added, and by the mid-2000s, Custom Molds developed its reputation to include being a supplier of high-quality plastic parts. Because of limited capacity, the company concentrated its sales efforts on supplying parts that were used in limited quantities for research and development efforts and in preproduction pilot runs.
Production Processes
By 2010, operations at Custom Molds involved two distinct processes: one for fabricating molds and one for producing plastic parts. Although different, in many instances these two processes were linked, as when a customer would have Custom Molds both fabricate a mold and produce the necessary parts to support the customer’s research and design efforts. All fabrication and production operations were housed in a single facility. The layout was characteristic of a typical job shop, with like processes and similar equipment grouped in various places in the plant. Figure 2.21 shows a layout of the plant floor. Multiple pieces of various types of high-precision machinery, including milling, turning, cutting, and drilling equipment, were located in the mold-fabrication area.
Fabricating molds is a skill-oriented, craftsman-driven process. When an order is received, a design team, comprising a design engineer and one of 13 master machinists, reviews the design specifications. Working closely with the customer, the team establishes the final specifications for the mold and gives them to the master machinist for fabrication. It is always the sa.
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10-3 Term Paper Submission QSO-680 Seminar in Project Management
QSO-680
Seminar in Project Management
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10-3 Term Paper Submission
Tower Replacement Parts Project
Katie M. O’Brien
June 3, 2014
I work for a company that produces super nickel alloy powder for jet turbine engines. For use in this term paper I will call this company Metal Powder. I am the continuous improvement manager at Metal Powder. It was recognized in early 2011 that our atomization tower cleaning process needed to be streamlined to speed up cleaning time and decrease internal process time to be able to produce more powder heats in a year. The atomization tower is 60 feet tall and 24 feet in diameter. Metal Powder produces three separate alloys. When a new alloy is put in the schedule to be made Metal Powder must tear down the atomization tower and clean every part and the entire tower to a white glove inspection before beginning the next alloy.
The tower cleaning is currently taking 3 to 4 days depending on the amount of buildup of atomized powder on the parts. As Metal Powders demand increases in the next six years it is imperative that Metal Powder turn the tower around faster and faster to gain additional capacity. Through the use of setup reduction it has been determined that a total of 84 parts at a cost of around $100,000 can reduce the cleaning time by one eight hour shift. This is a gain of 3 more “heats” of powder every clean. There are 10 to 12 cleanings per year which could be a potential gain of 30 to 36 heats per year.
This application term paper will use the five phases of project management to implement the use of the new parts and ensure that the goal of saving one shift will be recognized. A team was selected of operators, engineers, production supervisor, continuous improvement, and maintenance personnel to help manage the project as resources. The breakdown of roles in the responsibility matrix is in Figure 1.
Figure 1: Responsibility Matrix
The project team created the Project Charter seen in Figure 2.
Figure 2: Project Charter
Project Information
Project Manager
Katie O’Brien
Project Sponsor
General Manager
Project Description
Determine and implement duplicate parts to be swapped out during atomization tower cleaning to optimize process and reduce downtime.
Project Scope
Business Purpose, Objectives and Goals:
Metal Powder demand is going to increase two fold by 2020. To rise to this challenge Metal Powder must reduce downtime and increase capacity.
Problem/Opportunity Statement:
The problem of
3 to 4 days of downtime during an atomization tower clean
affects
Production and Quality departments and capacity
The impact of which is
Downtime of 30 to 36 days per year to clean the tower
A successful solution would
Be to reduce tower cleaning time by one 8 hour shift to gain 30 to 36 heats per year.
Constraints
Inclusions:
All parts that are not permanently .
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- 1. Prepared by: Md. Rezwanur Rahman Majumdar Id#110304 Md. Rafsan Jani Id#110313 Mahdi Hossain Id#110335
- 2. • Diecraft at a Glance • Market & Competition • Product Offerings • Order Processing • Engineering Design Process • Manufacturing Process • Final Assembly Cell • Plant Loading • Production Scheduling • Findouts from emergency meeting • Solutions
- 3. 6, Radford Rd, Reservoir VIC, 3073, Australia
- 4. Founded by John Rabin in 1953, known as Rabin Engineering Producing High Quality Moulds for the Plastic Industry & Others since 1961 Purchased by Tupperware in 1963; named as Diecraft Australia; Moved to Reservoir; Continued producing high quality till now
- 5. Tupperware: The Major Customer Tupperware accounted for more than 90% turnover by supplying over 14 countries Stiff competition from Korea, Portugal & Japan Competitors have faster turnaround times and lower prices to the customers
- 7. Lead time: 15 1 2 weeks for a standard mould and 17 weeks for a non-standard mould. Annual production capacity: 130-150 moulds, which included 20-30 conversions. Less expensive soft steel moulds, easier and faster to make but low quality.
- 9. Time requirement for a detailed design: 100 and 300 hours. Physical requirements: Bolster plates, hot runner, cores, cavities and strippers. CAD: Detailed design in computer aided design(CAD). Programming: Writing the codes for computer-numerically- controlled(CNC) machines. Engineering
- 10. Job shop type of operation Two shift production The Bolster cell & unit cells manufactured in parallel Three stages in machining operation: • Turning, milling, drilling • Heat treatment by vendors • Finishing operation, demanding close tolerance and precision machining, on EDM machines. Sent to Quality Assurance Section for verification
- 11. Responsible for fitting the bolster plates and units components Sent to test center, put the mold into action Sample of final plastic product sent for customer approval, After approval, mold shipped to customer. Assembly operation might take 50-1000 hours. Total manufacturing process might require 1700 hours on average, including 300 hours of design.
- 12. Capacity 125 moulds per year Detailed plan for the next 14-15 weeks Driven primarily by delivery commitments, processing requirements, assumptions related to complement of labour and machine resources available. Recognizing potential mismatch between available capacity and proposed work load.
- 13. Details scheduling involves: Disintegration of tasks Assigning tasks to workers Scheduling of overtime Subcontracting some tasks Top concerns: Utilization of workers and satisfactory performance with due date commitments Reducing lead times Recording & updating done in real time and reviewed weekly
- 14. Requests for engineering changes during mould processing increase completion time Holding a job waiting for customer clearance Adding more permanent skilled labour may increase cost Lump order creates domino effects and causes inordinate delays.
- 15. Customer should adhere to the initial design submitted. All the engineering change requests while product processing must include extension of product delivery date. Customer should be informed about before the date of clearance Hiring a few number of labour additionally Increasing work shift to three And to have a maximum order acceptance limit in each quarter.