The Shanghai facility’s budgeted to produce 6 work boots per hour within the expected 40 hour workweek. This estimation should produce 48 work boots a day and 240 a week. The determination is that the assembly line production crew puts the fabricated pieces of the
While the Shanghai Expansion Projection will be a short-term, small-scale change for the organization it will most likely become the foundation for the larger expansion planned for the following year. The decision to use Kotter’s Eight-Step change process is because it is an established model and provides room for adjustments as seen necessary by executives of XYZ, Inc. throughout the change process. Kotter’s Eight-Step Process gives the organization time to introduce the change, an adjustment period and time to address resistance issues accordingly. Once the change has been implemented the intended goal is a 75% buy-in supporting the change organizationally. While the Shanghai expansion is the smaller of the two expansions, it is an important change and will provide executive leaders information related to the effects of change within their company and the knowledge to help make the larger expansion project successful.
Approach Comparison 10 D. Creativity and Innovation 16 E. Balanced Scorecard Effectiveness 17 E1. Development 21 References 23 Introduction: Impala Athletics is an athletic footwear company was founded 10 years ago. The company sells over 5 million pairs of athletic shoes annually in several geographic markets that include North America, Europe-Africa, Asia-Pacific, and Latin America. The purpose of this report is explore how the company was managed, discussing the key actions concepts that were made to ensure success in achieving the goals of the strategic plan. A.
Shuzworld Memo JGT2 Task 2 December 1, 2013 Below are the appropriate decision analysis tools that should be used to analyze the problems of Shuzworld. As the operations consultant, I recommend the following: A. DISTRIBUTION PATTERN The most cost efficient way to operate transportation distribution from Shuzworld H to ship 2,300 units would be to send 1,300 units from Shanghai to Warehouse 3, then receive 200 units from Shuzworld H 200 at Warehouse 1. The next step would be to move 1,500 units from Warehouse 2 and 500 units at Warehouse 3. The following step would be to transport 2,200 units from Shuzworld to Warehouse 1 equaling the cost of the distribution patter of $16,200.
Presentation of Analysis and Recommendations for Schuzworld Western Governors University Decision Analysis JGT2 Task 2 The following report consists of recommendations made for Schuzworld, a fictitious manufacturer and retailer of various types of footwear. Table of Contents A: Distribution Pattern to Minimize Total Shipping Costs..........................................................3 A1: Copy of Computer-Generated Output........................................................................3 A1a: Justification for use of Decision Analysis Tool for this Problem.................4 B: Analysis of Reliability of Shoe Machines Process at Shanghai Plant......................................5 B1: Recommendations for Increasing the Reliability of the System.................................5 B2: Copy of Output from Decision Analysis Tool.............................................................6 B2a: Why this Decision Analysis Tool is Most Appropriate.................................7 C: Optimum Quantity of Shoelaces to Order, Using Cost Balancing............................................7 C1: How an EOQ Relates to this Problem.........................................................................7 C2: Copy of Output from Decision Analysis Tool............................................................8 C2a: Why this Decision Analysis Tool is the Most Appropriate..........................8 D: Comparison of One and Two Cashier Waiting Line Systems..................................................9 D1: Recommendation for Waiting Line System..............................................................10 D2: Copy of Output from Decision Analysis Tool...........................................................10 D2a: Why this Decision Analysis Tool is the Most Appropriate..........................14
Forecast Of Availabilities | | Next Year (Projected) | | Current | (1) | (2) | (3) | (4) | (5) | Exit | (1) Store associate | 8500 | 510 | 0 | 0 | 0 | 0 | 3485 | (2) Shift Leader | 1200 | 0 | 600 | 192 | 0 | 0 | 408 | (3) Department Manager | 850 | 0 | 0 | 493 | 102 | 0 | 255 | (4) Asst Store Manager | 150 | 0 | 0 | 9 | 69 | 12 | 60 | (5) Store Manager | 50 | 0 | 0 | 0 | 0 | 33 | 17 | Here is my gap analysis of where the company will be next year. By taking into account all of the previous information I have been able to determine what the overall staffing needs will be next year and where the company will need to focus its hiring efforts. Gap Analysis | Next Year (Projected) | | (1) | (2) | (3) | (4) | (5) | Year End Total | 4505 | 1110 | 493 | 171 | 45 | External Hires Needed | 3995 | 90 | 156 | 21 | 5 | As you can see, there will be serious attention required to
Daily demand 1,000 connectors Lead time 2 days Safety stock day Kanban size 500 connectors 16.3 Chris Millikan Manufacturing, Inc., is moving to kan-bans to support its telephone switching-board assembly lines. Determine the size of the kanban for subassemblies and the number of kanbans needed. 16.5 Discount-Mart, a major East Coast retailer, wants to determine the economic order quantity (see Chapter 12 for EOQ formulas) for its halogen lamps. It currently buys all halogen lamps from Specialty Lighting Manufacturers, in Atlanta. Annual demand is 2,000 lamps, ordering cost per order is $30, annual carrying cost per lamp is $12.
b) What are the annual holding costs for the workbooks? c) What are the annual ordering costs? Chapter 12, problems 12.9 Southeastern Bell stocks a certain switch connector at its central warehouse for supplying field service offices. The yearly demand for these connectors is 15,000 units. Southeastern estimates its annual holding cost for this item to be $25 per unit.
Shuzworld also needs to know the optimal number of batches to produce of their Tassel Loafers and Penny Loafers. The batches of tassel loafers spend 2 hours in the assembly department and 8 hours in the finishing department, for a total profit of $800- dollars. The batches of Penny loafers spent 6 hours in the assembly department and 4 hours in the finishing department for a total profit of $1,200- dollars. The assembly department has 1,200 hours of capacity for the tassel loafers, with a minimum production level of 50. The finishing department has 1,600 hours of capacity for the penny loafers, with a minimum production
The only concern with this decision is if the new equipment will be enough to meet the potential three-fold increase in long-term demand that the marketing manager is forecasting. The ball mill will give the firm the ability to boost production significantly (assuming labor is increased in other areas), however it does not address shortfall in the other production stages. If further enhancements are needed, it may render the ball mill purchase a waste, as the firm may need to consider a total overhaul of equipment if demand continues to grow exponentially. However, these concerns are alleviated by the reasonable cost and timing in which the ball mill can be implemented. One additional consideration S&B should