...Campus, 14300 Nibong Tebal, Penang, Malaysia Abstract Maintenance is an important system in operation. In an era where industries are focusing on 24 hours operation to maximize production, machines are pushed to its absolute limits to cope with this demand. As utilization increases, the rate at which the machine parts get worn out increases thus the frequency of failure increases rapidly. To combat this problem and ensure that machines continue to operate at its optimum, maintenance work is carried out. One of the branches of maintenance technique which is carried out to prevent occurrences of failure before it happen is known as Preventive Maintenance (PM). However, performing PM may not be as easy as it requires great cooperation from the maintenance, production and management departments. This paper is written to study the aspects of effective PM and to analyze the causes of inefficient PM activity in a case study company and its implications. Another important approach taken is to investigate the causes of machine downtime by performing a root cause analysis. Affinity diagram was formed to highlight several issues with implementation of PM and a further analysis using Tree Diagram enabled to generate possible solutions. The findings of this provides prove that separating the machines into critical and non-critical categories, each having a different priority level is a crucial step towards solving the issue at hand and ensuring the reduction in downtime occurrence in...
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...must decide whether to approve a major investment to automate part of her plant’s production process. The case presents information sufficient to build cash-flow forecasts of production costs incremental to this investment. Discounted cash flow (DCF) analysis reveals that this investment project is attractive but that the benefits hinge on important assumptions about the plant’s business volume, the manager’s ability to lay off workers over the objections of a labor union, and the hurdle rate. The case may be used for the following: • Introduce students to mechanics of DCF analysis of go/no-go capital-investment decisions. • Consider the principle of incremental analysis as the foundation for identifying relevant cash flows for a project. • Explore the classic tradeoffs in capital-for-labor investment. • Review the analytical adjustments that are required to compare projects of unequal lives. Suggested Questions for Advance Assignment to Students 1. Please assess the economic benefits of acquiring the Vulcan Mold-Maker machine. What is the initial outlay? What are the benefits over time? What is an appropriate discount rate? Does the net present value (NPV) warrant the investment in the machine? 2. What uncertainties or qualitative considerations might influence your recommendation? How, if at all, would an inflation rate of 3% (or higher) affect the attractiveness of the Vulcan Mold-Maker? Please estimate the impact on NPV from a change...
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...Decision Analysis Task 2: A. Develop a distribution pattern that meets availability and demand constraints and minimizes total shipping costs for Shuzworld, utilizing the appropriate decision analysis tool. Your current distribution pattern should have Shanghai shipping 1300 units to Warehouse 2, Shuzworld H shipping 300 units to Warehouse 1, 200 units to Warehouse 2 and 1800 units to Warehouse 3, and Shuzworld F shipping 2200 units to Warehouse 1. This transportation plan results in an Optimal Transportation Cost of $13,600. The updated production plan you outlined for me increases the production of the Shanghai plant from 1300 units to 2800 units. This is a very advantageous change as it results in an improved Transportation Cost of $13,400 which is a $200 savings. This is a result of the ability to ship an additional 200 units from the Shanghai plant to Warehouse 2 at $3 rather than having to ship those units from Shuzworld H at $4. The updated Transportation Schedule has Shanghai shipping 1500 units to Warehouse 2, Shuzworld H shipping 300 units to Warehouse 1, and 1800 units to Warehouse 3, and Shuzworld F shipping 2200 units to Warehouse 1. Do be aware that this plan results in 1500 units of excess capacity with Shanghai producing 1300 excess units and Shuzworld H producing an excess 200 units. 1. Submit a copy of the output from your decision analysis tool of choice. Origional Shipping Plan | | Warehouse1 | Warehouse2 | Warehouse3 | Supply | Shanghai...
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...Team | Cash Balance ($) | 1 | bigmoney1 | 1,346,320 | 2 | techwizard | 1,312,368 | 3 | makebigmoney | 1,141,686 | 4 | beaters123 | 895,405 | 5 | donothing | 588,054 | 6 | mas001 | 472,296 | Exhibit 1 : OVERALL TEAM STANDING Decisions Made A summary of the rationale behind the key decisions made would perhaps best explain the results we achieved. . Decision 1 Day | Parameter | Value | 54 | station 1 machine count | 2 | When the exercise started, we decided that when the lead time hit 1 day, we would buy one station 1 machine based on our analysis that station 1 takes the longest time which is 0.221 hrs simulation time per batch. (Exhibit 2: Average time per batch of each station). As day 7 and day 8 have 0 job arrivals, we used day 1-6 figures to calculate the average time for each station to process 1 batch of job arrivals. Base on the average time taken to process 1 batch of job arrivals, we were able to figure out how many batches each machine can handle. day | number of jobs arriving each day | utilization of station 1, averaged over each day | utilization of station 2, averaged over each day | utilization of station 3, averaged over each day | 1 | 2 | 0.433 | 0.079 | 0.019 | 2 | 2 | 0.272 | 0.158 | 0.108 | 3 | 1 | 0.398 | 0.106 | 0.165 | 4 | 0 | 0 | 0.052 | 0 | 5 | 2 | 0.33 | 0.079 | 0.06 | 6...
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...JGT2 Decision Analysis Task 1 A. Recommendations on how to improve current workflow in the Shanghai plant: In this section of the task, as the operations consultant of Shuzworld, I present my recommendations in detail on how to improve current workflow in the plant of Schuzworld’s Shanghai production facility. As I reached the Shanghai plant, I received a warm welcome by the plant’s operating director Mr. Alistair Wu. Wu is responsible for production at all the three facilities in China. His team was eagerly waiting for me for my help on finding the ways to improve efficiency and they were willing to put into effect any recommended improvements. After taking a tour of the plant, Wu introduced me to Catherine Pang, one of the line managers. Wu explained the assembly line issues in the production of Rugged Wear Work boot product. The plant is budget to produce 6 work boots per hour and operates 40 hour workweek. The Rugged Wear Work boot has been design as steel tipped boots and hence it takes longer than usual to make. The assembly process of these boots consist of 8 steps as part of the assembly of the boots and below is the schedule, performance time with sequence requirements. Task | Performance Time (Min) | Predecessors | A | 10 | None | B | 6 | A | C | 3 | A | D | 8 | B,C | E | 3 | D | F | 4 | D | G | 3 | E,F | H | 9 | G | Total | 46 | | Below is the layout of the production line of work boots (Shuzworld Decision Analysis Case Study): Upon...
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...determining the correct number of workstations. My recommendation to improve work flow is to utilize assembling and balancing strategies in Shuzworld’s Shanghai Production Facility (SSPF). Due to the circumstances surrounding this issue, I have chosen this decision analysis tool because the goal of using a layout strategy is “to develop an effective and efficient layout that will meet the firm’s competitive requirements” (JGT2 power point presentation). Proper job layouts must support a business's competitive priorities: process, flexibility, customer contact, and quality of work life. Although there are a variety of layouts to choose from, I recommend using the Product Oriented Layout in order to maximize the long run efficiency of operations by achieving the following: Higher utilization of space, equipment and people, improved flow of materials, information and people, improved employee morale and safer working conditions, improved customer interaction, and more flexibility. The current budget produces 6 workboots in one hour with a 40 hour work week making this the most appropriate layout for the production of footwear as it allows for the relationship between our best personnel and machine utilization for the repetitive and continuous production of our product. I...
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...Marketing Audit and Analysis of Hindustan hydraulics EXECUTIVE SUMMARY This report has been produced to analyze the current marketing challenges faced by Hindustan Hydraulics with regard to their marketing strategy. Although Hindustan Hydraulics has invested time and money in improving their infrastructure, we feel that with tougher competition in the present market, this company is not taking full advantage of its cash reserve and good presence in the Indian market which could be used to develop their old machine with state of the art new technology which could result in higher profit and lower cost in maintaining machine. Faced with a consistent loss of market share due to new competition it is our analysis that, to enhance further growth and profit, Hindustan Hydraulics must improve their sales service, better turnaround time to decrease down time of machines so that customers do not fall behind their production schedule and more money should be pumped into the R&D department to develop advanced systems. Other recommendations has been discussed in detail in this report. Table of Contents Executive Summary 2 Introduction 5 Positioning 6 Current environment and operation 7 PEST Analysis 8 a) Political forces b) Economic forces c) Socio-cultural forces d) Technological forces SWOT Analysis 10 a) Internal factor 10 1. Strengths 2. Weaknesses b) External Factors...
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...|INDUSTRY PROFILE |11 - 16 | |RESEARCH PROBLEM AND ITS BACKGROUND |17 – 19 | |OBJECTIVES, HYPOTHESIS AND SCOPE |20 – 22 | |RESEARCH METHODOLOGY |23 – 28 | |REVIEW OF LITERATURE |29 – 36 | |DATA PRESENTATION AND ANALYSIS |37 – 74...
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...1: Decision Analysis - The graduate analyzes risks and values and uses a variety of decision analysis tools and decision theory to evaluate alternatives during decision-making processes. 327.3.2: Metrics and Tools - The graduate analyzes how work is accomplished and applies quality...
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...MANAGING OPERATIONS Competencies: 326.3.1: Decision Analysis Tools - The graduate analyzes risks and values and uses a variety of decision analysis tools and decision theory to evaluate alternatives during decision-making processes. 327.3.2: Metrics and Tools - The graduate analyzes how work is accomplished and applies...
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...daily demand plays a major role and based on this production takes place. This paper shows how cellular concept has contrasting approach in India and Japan and also, it gives detailed information about cell and cellular layout. Also, it consists of problem identification in the existing layout, objectives and methodology followed to achieve the objectives .In India, few companies like TVS, Maruti etc. have implemented it and other few are in a way of implementation (like Mahindra & Mahindra). A “Cell” is a collection of dissimilar machines or processes, located closely together in a sequential operation manner and dedicated to a set of a similar part and product. Cell is that in which two or more machine should be arrange such that receiving and shipping should be present at same location. Each machine has fix position and dissimilar machines are arranged in a cell so, the layout is known as cellular layout. CMS emphasis on : 1)To reduce through put time of the component, 2)To increase the target of manufacturing component and completion of target as per demand, 3)To maximize manpower utilization, 4) To minimize space utilization, 5)To reduce investment per unit output, 6)To reduce manpower requirement, 7)To improve Material Flow Control, 8)Cell Design, 9)Design Standardization . 2. SIMULATION APPROACH 2.1 Issues related to CMS implementation Identification of part families Identification of cell equipment and allocation of families to...
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...specializes in importing vending machines and commercial food and beverage equipment from Spain. Chef will penetrate the vending industry with innovative, first to market, high quality vending machines. Chef will establish our own vending routes in the Southern and Central Florida region. Chef also plan to participate in the $321 billion food and beverage industry by supplying high-quality innovative equipment. With the establishment of one strategic alliance with a national brand name in either of their vending lines, Chef expect to easily exceed the financial forecasts. The Company Chef Vending's mission is to be the leader in introducing innovative, quality vending machines and restaurant equipment to the market. Through close customer contact and excellent relationships, Chef will meet the needs of the customers. Chef Vending, LLC, is a privately-held Florida corporation and maintains an office and a small warehouse in a mixed-use area of North Miami Beach, Florida. Three of the four investors in the company have full operational responsibility. Mauricio Ordonez and Javier Palmera, the co-founders, have both entrepreneurial and industry experience. Charles Mulligan brings operational management, marketing, and financial skills to the operation. The Products Chef Vending will have two product lines, each for the various markets it serves. The vending products line will include the unique Sandwich Express machine, a Fresh Orange Juice machine and the Multi-line Dispenser...
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...founder of The Innovative Sporting Goods Company, had developed a sound technique of making baseball bats and thus the company had gained a national reputation. Yet, a new machine had been developed in the industry and it makes baseball bats more durable and powerful. The ISG Company is trying to decide whether to replace the old machines with the new ones or not. Up to now the head of the design group had tested the new product and researched the relevant cost and production process issues that a machine replacement would entail. According to the numbers that is provided to us, Finance Department, we calculated the incremental cash flows and found the NPV as positive which implies that ISGC should accept the replacement. The reason why we had to calculate the cash flows is that according to the Stand-Alone Principle it is crucial to calculate the incremental cash flows in the decision process. By calculating the cash flows we can reach to the NPV(Net Present Value) of the Project which refers to the difference between an investment’s market value and its cost. Basically, NPV can tell us what we can and cannot gain from an investment. While calculating the cash flows, we first calculated the changes in revenues which is the difference between revenues from new and old machine. After that we calculated the change in costs with the information provided to us. We also calculated the Depreciation in order to reach the EBIT values. Finally we calculated...
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...inventory and buy more machines. We first increased our inventory reorder point to 10,800 units and changed the order quantity amount to 1800 units. In order to process this increase in units, we bought 2 machines for station 1, 3 machines for station 2, and 2 machine for station 3. Seeing that the machines could process a lot more inventory faster than we expected, we decided to change our reorder points and order quantities, to 6000 units and 24,000 units, respectively. After letting our system adjust to the changes, we moved to contract 2 when the lead time was decreased to about 1 day. From there we let the simulation run for another six days before lead times went down to less than 1, at which time we switched to contract 3. We made no further changes after switching to contract 3. Part 1: Reasoning for Decisions Our decisions were somewhat limited to our EOQ model’s completion and our risk adversity. In the last simulation we relied much more heavily on our EOQ model and planned out purchases of machinery with the raise in demand. However, it was because we did not create a safety margin for production which came from our over estimating our carrying costs. We knew that the initial status quo was limited by the inventory quantity. But we did not know if it was the reason for the full utilization of the machinery. Thus we decided to change the most pressing variable, inventory, and see where it went from there. But we knew that this time we needed to act faster...
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...Simulation Method for Permanent-Magnet Synchronous Machines Chun-Yu Hsiao *, Sheng-Nian Yeh and Jonq-Chin Hwang Department of Electrical Engineering, National Taiwan University of Science and Technology, Taipei 10607, Taiwan; E-Mails: snyeh@mail.ntust.edu.tw (S.-N.Y.); jchwang@ee.ntust.edu.tw (J.-C.H.) * Author to whom correspondence should be addressed; E-Mail: D9607101@mail.ntust.edu.tw; Tel.: +886-921135781; Fax: +886-2-27376699. Received: 16 September 2011; in revised form: 22 November 2011 / Accepted: 30 November 2011 / Published: 6 December 2011 Abstract: Cogging torque exists between rotor mounted permanent magnets and stator teeth due to magnetic attraction and this is an undesired phenomenon which produces output ripple, vibration and noise in machines. The purpose of this paper is to study the existence and effects of cogging torque, and to present a novel, rapid, half magnet pole pair technique for forecasting and evaluating cogging torque. The technique uses the finite element method as well as Matlab research and development oriented software tools to reduce numerous computing jobs and simulation time. An example of a rotor-skewed structure used to reduce cogging torque of permanent magnet synchronous machines is evaluated and compared with a conventional analysis method for the same motor to verify the effectiveness of the proposed approach. The novel method is proved valuable and suitable for large-capacity machine design. Keywords: cogging torque; permanent magnet;...
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