Operations Management : Line BalancingRohan Bharaj
This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
References:
Inventory Control Models, 2013 Pearson Education, Inc. publishing as Prentice Hall
Special Inventory Models, 2010 Pearson Education, Inc. publishing as Prentice Hall
6.3 Further Business Applications: Economic Lot Size
Dr. Grethe Hystad, Mathematics Department, The University of Arizona (www.math.arizona.edu)
Business Dictionary (www.businessdictionary.com)
Operations Management : Line BalancingRohan Bharaj
This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
References:
Inventory Control Models, 2013 Pearson Education, Inc. publishing as Prentice Hall
Special Inventory Models, 2010 Pearson Education, Inc. publishing as Prentice Hall
6.3 Further Business Applications: Economic Lot Size
Dr. Grethe Hystad, Mathematics Department, The University of Arizona (www.math.arizona.edu)
Business Dictionary (www.businessdictionary.com)
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
slides with references: find the linked PDFs in my profile's upload section
SIM (stores and Inv Mgmt) unit 2:
Cost associated with inventories:
Ordering cost,
carrying cost,
over stocking cost,
under stocking cost,
other costs associated with service level.
Selective inventory controls:
Need of Inventory control,
objectives of inventory control,
concept of selective inventory control,
basis and use of different types of selective controls:
ABC,
VED,
HML,
FSN,
SDE,
SOS,
XYZ,
Multiple basic approach to selective inventory control (MBASlC) approach to drugs.
Activity Based Costing: A Case of Plastim CorporationRahul Dhiman
Activity Based Costing: A Case of Plastim Corporation. This case is about comparison between the Modern Costing system is better than The Traditional System.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
slides with references: find the linked PDFs in my profile's upload section
SIM (stores and Inv Mgmt) unit 2:
Cost associated with inventories:
Ordering cost,
carrying cost,
over stocking cost,
under stocking cost,
other costs associated with service level.
Selective inventory controls:
Need of Inventory control,
objectives of inventory control,
concept of selective inventory control,
basis and use of different types of selective controls:
ABC,
VED,
HML,
FSN,
SDE,
SOS,
XYZ,
Multiple basic approach to selective inventory control (MBASlC) approach to drugs.
Activity Based Costing: A Case of Plastim CorporationRahul Dhiman
Activity Based Costing: A Case of Plastim Corporation. This case is about comparison between the Modern Costing system is better than The Traditional System.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
INVENTORY MANAGEMENT:
What is inventory?
Why do we care for inventory?
What do you consider regarding inventory?
Cost of inventory
Benefits of inventory
Modelling inventory in supply chain
Types of inventory models
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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2. What is inventory?
Inventory is the raw materials, component
parts, work-in-process, or finished products
that are held at a location in the supply chain.
3. Why do we care?
At the macro level:
Inventory is one of the biggest corporate assets ($).
Investment in inventory is currently over $1.25
Trillion (U.S. Department of Commerce).
This figure accounts for almost 25% of GNP.
Enormous potential for efficiency increase by
controlling inventories
4. Why do we care?
At the firm level:
– Sales growth: right inventory at the right place
at the right time
– Cost reduction: less money tied up in inventory,
inventory management, obsolescence
Higher profit
5. Why do we care?
Each of Solectron’s big customers, which include Cisco,
Ericsson, and Lucent was expecting explosive growth for
wireless phones and networking gear….when the bottom
finally fell out, it was too late for Solectron to halt orders
from all of its 4,000 suppliers. Now, Solectron has $4.7
billion in inventory. (BW, March 19, 2001)
“When Palm formally reported its quarterly numbers in
June, the damage was gruesome. Its loss totaled $392
million, a big chunk of which was attributable to writing
down excess inventory - piles of unsold devices.” (The
Industry Standard, June 16, 2001)
“Liz Claiborne said its unexpected earnings decline is the
consequence of higher than anticipated excess
inventories”. (WSJ, August 1993)
6. How do you manage your inventory?
How much do you buy? When?
•
•
•
•
•
•
Soda
Milk
Toilet paper
Gas
Cereal
Cash
7. What Do you Consider?
• Cost of not having it.
• Cost of going to the grocery or gas station (time,
money), cost of drawing money.
• Cost of holding and storing, lost interest.
• Price discounts.
• How much you consume.
• Some safety against uncertainty.
8. Costs of Inventory
• Physical holding costs:
– out of pocket expenses for storing inventory (insurance,
security, warehouse rental, cooling)
– All costs that may be entailed before you sell it
(obsolescence, spoilage, rework...)
• Opportunity cost of inventory: foregone return on
the funds invested.
• Operational costs:
– Delay in detection of quality problems.
– Delay the introduction of new products.
– Increase throughput times.
9. Benefits of Inventory
• Hedge against uncertain demand
• Hedge against uncertain supply
• Economize on ordering costs
• Smoothing
To summarize, we build and keep inventory in
order to match supply and demand in the most
cost effective way.
11. Home Depot
• “Our inventory consists of up to 35,000
different kinds of building materials, home
improvement supplies, and lawn and garden
products.”
• “We currently offer thousands of products in
our online store.”
• “We offer approximately 250,000 more
products through our special order services.”
12. Different types of inventory models
1. Multi-period model
•
Repeat business, multiple orders
2. Single period models
•
Single selling season, single order
13. Multiperiod model
orders
Supply
• Key questions:
–
–
–
–
How often to review?
When to place an order?
How much to order?
How much stock to keep?
On-hand
inventory
• Ordering costs
• Holding costs
14. Multiperiod model – The Economic Order
Quantity
Supplier
Retailer
Demand
• Demand is known and deterministic: D units/year
• We have a known ordering cost, S, and immediate replenishment
• Annual holding cost of average inventory is H per unit
• Purchasing cost C per unit
15. What is the optimal quantity to order?
Total Cost = Purchasing Cost + Ordering Cost + Inventory Cost
Purchasing Cost = (total units) x (cost per unit)
Ordering Cost = (number of orders) x (cost per order)
Inventory Cost = (average inventory) x (holding cost)
16. Finding the optimal quantity to order…
Let’s say we decide to order in batches of Q…
Inventory position
D
Number of
periods will be
Q
Q
Period over which demand for Q has occurred
Time
The average
inventory for
each period is…
Q
2
Total Time
17. Finding the optimal quantity to order…
Purchasing cost = D x C
Ordering cost =
Inventory cost =
D
Q
Q
2
x S
x H
18. So what is the total cost?
TC
= DC
+
D
Q
S
+
Q
2
H
In order now to find the optimal quantity we need to
optimize the total cost with respect to the decision
variable (the variable we control)
Which one is
the decision
variable?
19. What is the main insight from EOQ?
There is a tradeoff between holding costs and ordering costs
Total cost
Cost
Holding costs
Ordering costs
Order Quantity (Q*)
20. Economic Order Quantity - EOQ
Q =
*
2SD
H
Example:
Assume a car dealer that faces demand for 5,000 cars per year, and
that it costs $15,000 to have the cars shipped to the dealership.
Holding cost is estimated at $500 per car per year. How many
times should the dealer order, and what should be the order size?
2(15,000)(5,000)
Q =
= 548
500
*
21. If delivery is not instantaneous, but there is a lead
time L:
When to order? How much to order?
Inventory
Order
Quantity
Q
Lead Time
Place
order
Receive
order
Time
22. If demand is known exactly, place an order when
inventory equals demand during lead time.
Order
Quantity
Q
Inventory
Q: When shall we order?
A: When inventory = ROP
Q: How much shall we order?
A: Q = EOQ
Reorder
Point
(ROP)
ROP = LxD
Lead Time
D: demand per period
L: Lead time in periods
Place
order
Receive
order
Time
23. Example (continued)…
What if the lead time to receive cars is 10 days?
(when should you place your order?)
Since D is given in years, first convert: 10 days = 10/365yrs
R =
10
D =
365
10
5000 = 137
365
So, when the number of cars on the lot reaches 137,
order 548 more cars.
26. If Actual Demand > Expected, we Stock Out
Order
Quantity
Inventory
Stockout
Point
Time
Lead Time
Place
order
Receive
order
Unfilled demand
27.
28. To reduce stockouts we add safety stock
Inventory
Level
ROP =
Safety
Stock +
Expected
Expected LT Demand
LT
Demand Safety Stock
Ex
Le pec
D e ad- t t ed
ma im
nd e
Lead Time
Place
order
Receive
order
Order Quantity
Q = EOQ
Time
29. Decide what Service Level you want to provide
(Service level = probability of NOT stocking out)
Service level
Probability
of stock-out
Safety
Stock
30. Safety stock =
(safety factor z)(std deviation in LT demand )
Service level
Probability
of stock-out
Safety
Stock
Read z from Normal table for a given service level
31. Caution: Std deviation in LT demand
Variance over multiple periods = the sum of
the variances of each period (assuming
independence)
Standard deviation over multiple periods is
the square root of the sum of the variances,
not the sum of the standard deviations!!!
32. Average Inventory =
(Order Qty)/2 + Safety Stock
Inventory
Level
Order
Quantity
EOQ/2
Safety Stock (SS)
Lead Time
Place
order
Receive
order
Time
Average
Inventory
33. How to find ROP & Q
2SD
H
1. Order quantity Q = EOQ =
2. To find ROP, determine the service level (i.e., the
probability of NOT stocking out.)
Find the safety factor from a z-table or from the graph.
Find std deviation in LT demand: square root law.
std dev in LT demand = ( std dev in daily demand )
days in LT
σLT = σD LT
Safety stock is given by:
SS = (safety factor)(std dev in LT demand)
Reorder point is: ROP = Expected LT demand + SS
3. Average Inventory is: SS + EOQ/2
34. Example (continued)…
Back to the car lot… recall that the lead time is 10 days
and the expected yearly demand is 5000. You estimate the
standard deviation of daily demand demand to be σd = 6.
When should you re-order if you want to be 95% sure you
don’t run out of cars?
Since the expected yearly demand is 5000, the expected
demand over the lead time is 5000(10/365) = 137. The zvalue corresponding to a service level of 0.95 is 1.65. So
ROP = 137 + 1.65 10(36) =168
Order 548 cars when the inventory level drops to 168.
Editor's Notes
Consider the following setting: customer demand is satisfied from on-hand inventory. For replenishment, we review our stocks on a periodic basis (say, every week) and place orders to an upstream supplier. There is a non-negligible lead time for replenishment. We refer to the total of on-hand stock (that can be used to meet customer demand) and the pipeline stock (inventory on the trucks) as the inventory position.
To balance out inventory cost with customer service, we have three decisions to make: how often to review the stock, when to place a replenishment order, and how much to order. Together, these three decisions constitute an inventory control policy.