Strategic Design and Implementation - Essay Example

Operations Management al affiliation: Why peter had such problems in getting to the relevant information The information was held upby different people such that there was no specific place he could access it. The information was not organized because it was not even written down. Exercise 1a Material Bill Handle assy 4.00 Handle 2.00 Nail 0.01 Material Bill Face assy 5.00 Rubber face 0.50 Wooden inner 1.50 Foam panel 0.50 Material Bill Shaft 1.00 Material Bill Connector 0.02 Material Bill Rivet 0.01 Exercise 1b Material Bill Handle assy 4.00 Handle 2.00 Nail 0.01 Face assy 5.00 Rubber face 0.50 Wooden inner 1.50 Foam panel 0.50 Shaft 1.00 Connector 0.02 Rivet 0.01 Exercise 2 Part no Description Inventory EQ LT Std cost 5645 Bat 0 500 2 12.00 Part no Description Inventory EQ LT Std cost 0499 handle assy 0 400 3 4.00 1821 Handle 0 500 4 2.00 9110 Nail 120 5000 4 0.02 Part no Description Inventory EQ LT Std cost 0772 Face assy 0 250 4 5.00 6511 Rubber face 0 2,000 10 0.50 2547 Wooden inner 10 300 7 1.50 8561 Foam panel 0 1,000 8 0.50 Part no Description Inventory EQ LT Std cost 7754 shaft 15 1000 5 1.00 Part no Description Inventory EQ LT Std cost 0955 Connector 350 5000 4 0.01 Part no Description Inventory EQ LT Std cost 8744 Rivet 3, 540 5000 4 0.01 Problems identified in the completed Material Requirements planning The integrity of data The assumption that the lead time is for each item There is no account of capacity in the calculations Lack of accurate information It does not show the output of the material requirement planning Poor time estimates Alternatives that a company can take to solve any problems Cycle count: It is good to establish why there occurs a cycle count which makes decreases or increase in the inventory Bill of material: should practically confirm the material bill either at place of production or by un-assembling the product. Shipping errors: to avoid this, the labels of the container should be printed once in the shipper. The container labels are fixed at the stage or when they are loaded for transport. Receiving errors: the manual systems used for recording the incoming information are prone to errors. The best solution is to come up with a receiving system by Advanced Shipping Notification (ASN) from the supplier. According to Heisig (2002), when the ASN is already processed, the components are received and the company label designed for each line is created. Each container is fixed with its labels and then scanned to the material requirement planning. Few labels means an over shipment while extra labels means there is a shipment shortage. Scrap reporting: with any data integrity this are is not easy to maintain. First the scrap is isolated by using scrap bins found in the place of production then the scrap is recorded from the bins daily. Replenishment: the best of this practice is the replacement by use of bar codes for scanning. The pull system is also used. Planners can order materials by use of min-max scanning system depending on the product complexity. Production reporting: bar code scanning can be used to put production to inventory. The rejected product is moved to a material review board. Reverse receiving is done for containers that need to be sorted. Dean’s application of JIT (Just-In-Time) philosophies and techniques to the running of the staircase To get better flow is one of the philosophies of JIT. This can be applied in staircase cell running in order to avoid time loss. To get better flow meant identifying the various processes needed and as well organizing them. This avoids time wastage during the time of running the activity. Reducing the times and distances in the process which ensures every thing that is needed is in place. Achieving quicker throughput times, Dean can achieve this in staircase cell by providing every material that is needed. The main categories of costs and benefits in establishing the cell and the non-financial benefits Cost benefit categories in this case are in different ways. For instance is the manufacturing cost benefit. In this category, in establishing the cell it should be ensured that the cost incurred in production is less the product sales. Another category is the production cost benefit where by the cost of production in relation to JIT Techniques should be rewarding. For instance it should not be less than the profits gained. Next is the time cost where by each duty is performed at its specific time period to avoid overlap of activities reducing the benefits as suggested by Pycraft (2000). JIT (Just-in-Time) techniques give a cost effective production of the cell and its delivery as well according to Cleland and Ireland (2006). It does this in the right place and time. In the same time benefits in term of minimum of facilities, material, equipments and human resources are gained. Material related cost benefits in establishing the cell are reduced by its production design and assembly design techniques. The stage at which Dean should sell his ideas to the joinery manager and how to sell them Dean can sell his idea to the joinery manager at during the second stage. On receipting an order the initial sketches and after calculating the details the ideas can be passed to the joinery manager. The joinery manager roughly incorporates them into his plan by allocating them to workers immediately they are available. The joiners are able to create any product thus enjoying a great range of challenges in work. The non financial benefits acquired include a good customer reputation thus creating fame. Another benefit is experience acquired by the workers in their field of production The risks associated with the Deans proposal Does not clearly show the cost and the time limit of the whole process The proposal is does not show both long term and short term benefits. It does not clearly outline what is necessary and when it is needed. References Cleland, D. & Ireland, L. (2006). Project management: strategic design and implementation. New York NY: McGraw-Hill Professional. Heisig, G. (2002). Planning stability in material requirements planning systems. New York NY: Springer. Pycraft, M.(2000). Operations management. South Africa: Pearson South Africa. Read More