Dasher Case Study

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1. On which dimensions does Dasher compete? What kind of process have they adopted? Justify you answer. Does it make sense given their business strategy? What are the long-term consequences of the recent quality and lead-time problems? Productivity Quality Delivery problems 2. Flowchart the physical process flow for a typical order. Discuss also the information flows required to operate such a process. PREPARATION Artwork Generation - Master artwork received from customer Inspect & Shear - Drill Tooling Holes IMAGE TRANSFER – Configure board according to customer specifications Drilling Manual (X,Y) Coordination given by the customer on Compact Disk (CD). CNC drill “ “ Metalization Dry film photoresist…show more content…
Use the dasher Excel model to study the throughput times of carious order sizes. How do they compare to Dasher’s quoted lead times? What type of order is the most profitable? 5. Identify the bottleneck based on September’s utilization of each stage of the process. Utilization can be computed as (time required)/(time available). What is the impact of the bottleneck on Dasher’s operational performance? Why do you think some utilization factors are greater than 100%? 6. What specific actions should Mr. Plummer take to solve Dasher’s lead-time and quality problems? Think beyond the bottleneck and consider also dasher’s business strategy. Shouldn’t allow changes by customers after order has been made Should pick up CNC or manual drilling according to the above rules ( in question 2). Should In your analysis, assume that Dasher operates 1 shift of 8 hours per day, 5 days a week and that September had 21 days, i.e. 168 hours. Also note that footnote (d) in Exhibit 2 indicates that the setups for the CNC drill and CNC router and be performed offline, which means that the CNC drill can be processing one order while the setup for the next order is being performed simultaneously. Footnote (f) in Exhibit 2 refers to the drilling stage. In Exhibit 1, the 2003 net profit before tax should be 5.0% (not

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