Assignment 4 Time Management February 27, 2011 Professor Daniel Gilbert Operations Management BUS515 003016 Introduction: After reading the case on work force scheduling at the Red, White, and Blue Fireworks Company (RWBFC), I will develop a staffing plan that will determine the exact number of full-time employees needed, as well as the schedule each employee will need to work. I will also explain what factors were relevant in making the transition to the new schedule. The production manager at the Red, White, and Blue Fireworks Company (RWBFC), decided to change the work schedule for her manufacturing employees. Because of high product demand and an inability to expand at the current facility, RWBFC needs to operate ten hours each day, seven days each week. In order to avoid the use of overtime and to keep her employees fresh, Joan decided to have employees work four ten hour shifts each week.
The company has 60 hours available each week for molding. After the tiles are molded they are baked in a kiln: 0.27 hour for a batch of 100 larger tiles and 0.58 hour for a batch of l00 smaller tiles. The company has 105 hours available each week for baking. After baking, the tiles are either colored or patterned and glazed. This process takes 0.16 hour for a batch of 100 larger tiles and 0.20 hour for a batch of 100 smaller tiles.
GSCM-206: Managing Supply Operations Angela M. Meeks Inventory Control at Wheeled Coach Week 6 Case Study June 14, 2015 Dr. Albert Lapierre Inventory Control at Wheeled Coach Q1: Explain how Wheeled Coach implemented ABC analysis Wheeled Coach Implements ABC analysis through categorization by identifying and classifying different items within their inventory based on annual dollar amounts. For example, they classify the high-dollar amounts items as being A. The A category, represents some 15% of the total inventory, but only 70%-80% of the total cost. The B category, represents those items that are mid-level or medium value which represents 30% of the items and 12%-25% of the value. The C category, the low dollar items, which represents 5% of the annual dollar volume, but only about 55% of the total items.
Darien Industries Darien Industries operates a cafeteria for its employees. The operation of the cafeteria requires fixed costs of $4,700 per month and variable costs of 40 percent of sales. Cafeteria sales are currently averaging $12,000 per month. Darien has an opportunity to replace the cafeteria with vending machines. Gross customer spending at the vending machines is estimated to be 40 percent greater than current sales because the machines are available at all hours.
1. It will take Kristen's Cookie Company 26 minutes to fill a rush order of one dozen because washing the bowl and beaters, adding the ingredients and mixing the ingredients takes 6 minutes; spooning the cookies takes 2 minutes per dozen; putting the cookies in the oven takes 1 minute; cooking time is 9 minutes; letting them cool takes 5 minutes; it takes 2 minutes to pack each box; and it takes 1 minute to accept payment. All of these processes add up to 26 minutes. 2. Assuming Kristen's Cookie Company is open for four hours each night, Kristen's Cookie Company can successfully complete 22 orders of a dozen cookies each.
Assignment part I Question 1 (18 points) United Aluminum Company produces three grades (high, medium, and low) of alumnimum at two mills. Each mill has a different production capacity (in tons per day) for each grade, as follows: |Aluminum grade |Mill 1 |Mill 2 | |High |6 |2 | |Medium |2 |2 | |Low |4 |10 | The company has contracted with a manufacturing firm to supply at least 12 tons of high-grade aluminum, 8 tons of medium-grade aluminum, and 5 tons of low-grade aluminum. It costs United $6,000 per day to operate mill 1 and $7,000 per day to operate mill 2. The company wants to know the number of days to operate each mill in order to meet the contract at the minimum cost. a. Formulate the linear programming model for this problem and solve graphically.
Production is done in batches. For each batch machinery is adjusted and calibrated according to the type and size of the product to be manufactures and the size of the batch depends on the amount of product needed. This takes approximately 6 hours, which is slightly below industry average. All of their products use the same two raw materials, which are copper and plastic. These raw materials are stored near the shipping & receiving for convenience.
At one time, the company had a total of eight (8) manufacturing plants and employed approximately 9,000 hourly and salaried personnel throughout North America. The manufacturing plant located in Lima, Ohio was Treadway’s top production and quality rated plant. The Lima plant underwent a $100 million expansion and modernization overhaul in 2000 and had approximately 1,120 employees. Ashley Wall was the new Director of Human Resources at the Lima plant. She transferred from the Greenville, South Carolina plant when it closed in 2006 and had over 10 years of experience with Treadway Tire Company.
Sourcing and production takes place quickly – long lead times (up to 90 days) so very important to do early. 3. Retailers place orders and shipments are started – 80% of sales happen at Las Vegas trade show * full delivery required to specialty ski retailers priori to season 4. Most sales happen between September and January Supply Chain * Wholesalers: textile/accesoories apparel manufactuers sports obermeyer retailers * Supply chain sourcing from all around world: * Fabrics/linings from US/Germany/Korea/Austria/Taiwan/Switzerland; Subcontractors handle dyeing/printing and have 45-60 day lead time; * Trims done in HK/Germany * Zuippers from Japan and require 60-90 day lead (90d if non-standard) Recommendations and action plan * Avoid non-standard zipper designs and consolidate suppliers of trims/fabrics if possible * HK costs much higher than China, however weekly production is much more, repair rate is
Of the eight functional employees, four were assigned to the project full-time and four employees were assigned to the project part-time. The project was planned and scheduled and it was determined that for the duration of the project a total of 2,080 man-hours per month were required to complete the project. It was also determined that the average hourly wage was about $60.00 an hour per person. Six months into the project, Jerry was informed that due