The Shanghai production plant produced Rugged Wear Work Boots at its facility. This production process uses 8-steps during its process, which included an assembly line with 8 workstations. At each individual workstation the employees perform single specific job functions. These individual task can be completed in around 3 minutes to 10 minutes, however total time to complete work boots is estimated at around 46 minutes. The Shanghai facility’s budgeted to produce 6 work boots per hour within the expected 40 hour workweek.
This can be done by using the following formula: Minimum of Workstations = Σ for Task i Cycle time To find Cycle time the following formula is used: Cycle Time = Production Time Available Per Day Units Required Per Day Based on the information provided by Alistair Wu of a 40 hour work week and 6 work boots per hour we can conclude that the cycle time is 10 minutes per unit (480 minutes per day / 48 work boots per day). With that being said using the formula above, we can conclude that the minimum number of workstations required for the work boot assembly line is 4.6 or 5 stations. Reducing the number of stations from 8 to 5 would provide a drastic improvement in proficiency from 57.5% up to 92%. To verify my results and determine how the stations should be arranged I used POM for Windows Assembly Line Balancing Module. The results from POM are attached.
Utilizing the Case Study we can surmise that each eight hour shift must produce forty-eight work boots. 8 hours times 60 minutes equals 480 minutes. 480 minutes (The Work Shift) divided by 48 (the number of work boots required) equals 10. One work boot must be completed in 10 minutes to meet production goals. Let’s take a look at the steps involved in making a work boot so analyze where we can cut production times.
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
White Out Shoes Strategic Plan | Contents White Out Shoes LLC’s final cumulative balanced scorecard, income statement, and balance sheet 3 White Out Shoes LLC’s generic competitive strategy selected 9 White Out Shoes LLC’s actions that were built into our strategic plan to achieve competitive and financial success with that strategy 10 White Out Shoes LLC’s ideal customers 10 White Out Shoes LLC’s Shoes Unique Selling Propositions 10 White Out Shoes LLC’s Shoes Territory 11 White Out Shoes LLC’s Shoes Competition 11 White Out Shoes LLC’s Shoes Sales Expectations. 11 Why White Out Shoes LLC’s selected the strategy we used 11 White Out Shoes LLC’s Differentiation Strategy approach 11 White Out Shoes LLC’s value creation 11 White Out Shoes LLC Non-Price Competition 11 White Out shoes LLC Brand Loyalty 12 White Out shoes LLC No Perceived Substitute 12 the effectiveness of White Out Shoes LLC’s strategy 12 White Out Shoes LLC’s Consumer Disappointment 12 White Out Shoes LLC’s ability to identify competitors’ strengths, weaknesses, and strategies 12 White Out Shoes LLC’s Footwear Industry Competitor Analysis 13 External - Weakness 13 Strategy Formulation 13 Mission - Weakness 13 AShoe Out the Box 's Corporate Mission Statement: 13 Corporate Objectives – Weakness 14 Strategies 14 Grand Strategies - Strength 14 Competitive Strategies - Strength 14 Strategy Implementation 14 Corporate Culture - Strength 14 Strategy Control 15 Establishment of Standards - Strength 15 Evaluation of Performance - Strength 15 Correction of Deviation - Strength 15 Strengths and Weaknesses of the Functional Level 15 Marketing 15 Market Share - Strength 15 Distribution through E-commerce - Strength 15 Advertising and Promotion - Strength 15 Products - Strength 15 Products - Weakness 16 Pricing - Weakness 16
Summary An analysis was done for the payroll data of Ten Burger Dome employees. The payroll data reflected the name of each employee, the number of hours worked each month, and the hourly wage for each month from the year that just passed. The month with the most hours worked was February. In the month of February the total hours worked was 1,352, making the average approximately 135 per employee. In that month the employee that worked the most hours was Ruthe Wasilewski, she worked a total of 156 hours.
A substantial percentage of brake jobs performed by Sears were the basic one-axle brake job. This included replacing pads, turning the rotors or drums, repacking wheel bearings, and inspection of calipers and other brake parts. On January 1, 1991 Sears cut the hourly wages of their mechanics, installers, and tire changers at their Auto Centers. The Service Advisors (3500 employees) went from a straight salary to a commission based system. They were required to meet certain product specific sales quotas such as a number of alignments per shift and dollar volume quotas based on the value of goods and services sold per hour.
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.
He would sort potatoes for 10 hours a day and made only 30 cents an hour (2001). Schlosser breaks
Burlington County Prison In 1811 Burlington County had built their first prison. The cost of building the prison was over $24,000, they went over the budget 2.5 times. It was a stone structure made to house only 40 inmates. The huge door in the front dates back to 1811, so do the locks. Nothing has been changed on the building since it was closed in 1965.