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.
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
The equation to represent the cost at the in home center would be… h = 7x Center option: Two Different costs… From any part of an hour to 40 hours, the weekly total cost of care is equal to $270.00. Let c be the total cost for the center option. The equation to represent the cost for up to 40 hours of care at the center is: c = 270 Over 40 hours, the weekly total cost of care is equal to 270 dollars plus the extra number of hours times 10 dollars per hour. Let y be the total cost per week at the center when care exceeds 40 hours per week. Let x be the number of total hours.
Introduction In this report regarding Tanglewood’s staffing strategies, I will be giving my recommendations on how to move towards a more unified and centralized staffing system. The main issues at hand are the quantity and quality of the work force. These two issues combined require a lot of attention in order to create a staffing system, which performs at maximum efficiency. When it comes to the quantity of staffing, being able to forecast and balance the amount of employees needed in comparison to the amount of employees available in today’s workforce is essential in determining the company’s likely staffing levels. (Henneman III, & Judge, 2012).
Case 1: Tanglewood Stores and Staffing Strategy To: Daryl Perrone, Staffing Services Director Marilyn Gonzalez, Vice President of Human Resources In this report I will be doing a Strategic Staffing Analysis that will focus on the key requirements about acquisition, development, and retention of Tanglewoods workforce with some ideas I believe will be beneficial to the company. The Strategic Staffing that I will be discussing in the report are: Staffing Levels • Acquire or Develop Talent • Hire Yourself or Outsource • External or Internal Hiring • Core or Flexible Workforce • Hire or Retain • National or Global • Attract or Relocate • Overstaff or Understaffed • Short –or Long-Term Focus Staffing Quality • Person/Job or Person/Organization Match • Specific or General KSAOs • Exceptional or Acceptable Workforce Quality • Active or Passive Diversity Acquire or develop Talent Tanglewoods strategy has been to listen to its employee’s opinions and ideas about improving the company. Develop the talent of current employees and training them to managers will end in a great overall performance of the company. Hire yourself or outsource Definitively outsourcing is not a smart decision for the company. An outsource recruiter does not know well the company’s culture and value as well as an internal recruiter.
Performance Management Plan: Landslide Limousines HRM/531 Atwood and Allen Consulting MEMO DATE : TO : Landslide Limousines FROM : SUBJECT : Performance Management Plan “Once employees are on board, their personal growth and development over time become a major concern. Change is a fact of organization life, and to cope with it effectively, planned programs of employee training, development, and career management are essential” (Cascio, 2013, p. 287). Exploring the concept of training is important first before developing the framework of a performance management plan (PMP). According to Cascio (2013), “Training consists of planned programs designed to improve performance at the individual, group, or organizational levels” (p. 290), and this mean that for Landslide Limousines, we must place emphasis on the training and development of our employees. The strategy of Landslide Limousine is to operate with 25 employees with -$50,000 annual net revenue, with a growth of 5 percent for the first two years and an employee turnover rate of 10 percent.
I have the following understandings of the company and I am able to provide recommendations to build a stronger staffing strategy for Tanglewood. The staffing strategy requires making key decisions about the acquisitions, deployment and retention of the organizations workforce. Organizations require a staffing strategy that will provide revenue for company, quality of both employees and products of the company, and create principles that allow the company to be organized. Staffing Levels: 1. Acquire or Develop Talent Tanglewood should do both acquire and develop talent.
Russell/Chapter 1/TC1 Mr. Penchiala our goal is to look into your staffing strategies and see where decisions can be made that will improve the work environment, recruit the best people, and provide opportunities for creativity and increase productivity as well as profits for Tanglewood. Our first step is to look at the areas of staffing and decide the position in each area that will benefit Tanglewood. This is an overview of those areas and my recommendations for the position Tanglewood should take in those areas and why. We will address each area in more detail as we move forward. With each area there is a continuum that has an either/or extreme on each end.
The company is growing and requires updated software systems for the company’s material requirements planning (MRP), capacity requirement planning (CRP), and enterprise resource planning (ERP) needs. A member of the management team has been tasked with selecting a software package that will benefit and meet the firm’s business needs. Material Requirements Planning (MRP) is a computer-based management system for inventory (Benefits of MRP, n.d.). It is designed to help production managers with scheduling and ordering raw materials and parts for production of finished products (Benefits of MRP, n.d.). The MRP system benefits companies by helping production managers maintain adequate inventory levels; keeping costs contained by not carrying too much inventory; and tracking materials (Benefits of MRP, n.d.).