...OPS 571 WEEK 3 OPERATIONS PLANNING ANALYSIS (PART 2) A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=ops-571-week-3-operations-planning-analysis-part-2 Visit Our website: http://hwsoloutions.com/ Product Description PRODUCT DESCRIPTION OPS 571 Week 2 Operational Analysis, A key subject in planning a prodigious supply chain for industrial merchandises is defining the mode those merchandises are relocated from the industrial plant to the consumer. In lieu of consumer goods, this frequently encompasses stirring merchandise from the industrial plant to a storeroom and then to a trade supply (Jacobs, 2010). For instance, all those substances with “Made in China” on the sticker travel for many miles just to get to people in other continents. For instance, a sweatshirt perhaps has made a tour elongated than you might ever mark. To retain the value of the sweatshirt dejected, that tour need be made as resourcefully as imaginable. There is on no account expressing in what way that sweatshirt made the tour. It must have been hovered in a jet or must have journeyed in an arrangement of automobiles, perhaps going by wagon part of the journey and by yacht or aircraft the rest of the way (Jacobs, 2010). Logistics is, therefore, about this relocation of merchandises in form of the supply chain. International logistics The Association for Processes Administration describes logistics as “the skill and discipline of attaining, manufacturing, and allotting substances...
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...OPS 571 WEEK 6 RIORDAN MANUFACTURING A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=ops-571-week-6-riordan-manufacturing Visit Our website: http://hwsoloutions.com/ Product Description OPS 571 Week 6 Riordan Manufacturing, 1991: Founding of Riordan Plastics 1992: Dr. Riordan purchased a fan manufacturing plant in Pontiac, MI and the company became Riordan Manufacturing, Inc. 1993: Acquired plant in Albany, GA and began to produce plastic beverage bottles 2000: Riordan opened a plant in Hangzhou, China and moved all fan manufacturing here. – Using quality control measures to constantly track progress and monitor the qualities will maintain high standards and reach the goal of zero defects. Riordan’s post project review process the eight quality management principles. 1)Customer Focus 2)Leadership 3)Involvement of people 4)Process approach 5)System approach to management 6)Continual improvement 7)Factual approach 8)Mutually beneficial supplier relationships Following the environmental standards help control the environmental impact on the communities surrounding the manufacturing plants Securing raw materials locally helps Energy efficient facilities Reduce, Reuse, Recycle, Replenish, Restore are the guiding principles to living up to the ISO 1400 standards D= Production moves material to manufacture and on to assembly and out to distribution material stockpiling and delivery are put off at the point of manufacture...
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...OPS 571 Final Exam (Newest) – Assignment 1. A major competitive dimension that forms a company's strategic operational competitive position in their strategic planning is which of the following? • Cost or price • Focus • Straddling • Automation 2. In setting up a kanban control system you need to determine the number of kanban card sets needed. If the expected demand during lead time is 25 per hour, the safety stock is 20 percent of the demand during lead time, the container size is 5, and the lead time to replenish an order is 5 hours, what the number of kanban card sets is needed? • 27 • 20 • 5 • 30 3. Which of the following is a multifactor measure of productivity? • Output/(Labor + Capital + Energy) • Output/All resources used • Output/(Materials) • Output/Inputs 4. Which of the following is an alternative possible service encounter included in the service-system design matrix? • Internet • Automated teller (ATM) • Face-to-face distance • Questionnaire response 5. In development of an operations and supply chain strategy, which of the following may be an important product-specific criteria to consider? • Learning curve • Supplier after-sale support • Production lot size • Focus Find the final exam answers here just a click away OPS 571 Final Exam (Newest) 6. Which of the following is one of Dr. Eli Goldratt's rules of production scheduling for optimized production technology? • An hour lost at a bottleneck saves an hour for the entire...
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...http://www.termpaperwarehouse.com/essay-on/Design-A-Flow-Chart-Ops-571/26243 Week #1 Individual Assignment Design a Flowchart for a Process Sherry Martin OPS 571 University of Phoenix November 19, 2010 Design a Flowchart for a Process Everyday, people perform daily processes as part of their regular routines and many of them may consume a great amount of time. In this paper, a specific process has been identified and a flowchart has been designed to show the various factors that affect the design process as well as the specific metric that identifies the measurement process. By designing a flowchart for this process, the desired result is to identify how the amount of time involved can be minimized while also making the overall process more efficient. Factors Affecting Process Design The factors affecting the process design include: 1) “Do I get up promptly?” OR “Do I hit the snooze button on the alarm?” 2) “Do I have my clothes ready for work?” OR “Do I need to decide what to wear in the morning?” 3) “Is there a great deal of traffic or congestion?” OR “Is the traffic moving smoothly?” Each of these factors can greatly affect the process design because of their potential impact on the overall amount of time expended. Some additional steps in the process design which have less impact on the overall efficiency of driving to work include: 1) Shower 2) Brush teeth 3) Fix hair 4) Do makeup 5) Breakfast Identified Metric The one metric that...
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...Fin571 Week 5 Problem Sets Lamar September 19, 2010 FIN/571 University of Phoenix Denny Frischkorn Week 5 Text Problem Sets Exercises Chapter 17 B1: (Choosing Financial... Save Paper Eco561 Week 1 quantity supplied on a fixed supply curve, during the pre-Superbowl weeks, there is a spike in the demand and quantity supplied as consumers are readying for the big... Save Paper International Corporate Finance/Fin Gm571 Week 3 The current credit terms dictates 15% upon purchase and 85% the following week (Emery, Finnerty, & Stowe, 2007). As valuable a customer who LS is to Murray, LS... Save Paper Week 2 Checkpoint Xeco212 iPad within hours, and retailers werent replenished for weeks because the demand was too high for production. So when they did this, they didnt have a significant... Save Paper Hca230 Week 1 Assignment HCA230 Week 1 Assignment Today Managed Care is the most predominant form of insurance in the United States. Insurances such as PPO, POS, and HMO plans are all... Save Paper Two Weeks With The Queen courage and prejudice expressed in a very realistic way that we can relate to. Two Weeks with the Queen gives the reader a sense of reality. In the beginning... Save Paper Week 5 Qnt/561 show that the production rate at the Scranton Plant has changed from 200 per week. The Two Sample Test of Hypothesis The two- sample hypothesis testing... Save Paper TraInIng In Acc point around which a learning organization may develop. The training program...
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...during the Pizza Store layout simulation, and the best conclusion reached as a result of those decisions. LEARNING CURVE THEORY According to Operations Management for Competitive Advantage, a learning curve is a line displaying the relationship between unit production time and the cumulative number of units produced. Learning curves can be applied to individuals or organizations, but in the Pizza Store layout simulation the learning curve applies to an organization. Additionally, learning curve theory is based on three assumptions: 1. The amount of time required to complete a given task or unit of a product will be less each time the task is undertaken. 2. The unit time will decrease at a decreasing rate. 3. The reduction in time will follow a predictable pattern (Chase, Jacobs, Aquilano, 2006, technical note 4). In particular, the third assumption applies to the Pizza Store layout simulation. During the simulation the main focus is on the steps necessary to maximize profits. The key is figuring out the relationship between firm-specific factors that management...
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...This file OPS 571 Individual Assignment Apply the Learning Curve Theory Part 2 2 includes overview of the following parts: 1. Process Performance Data Initial Report (1st Day) Scenario 0 Process of Waiting Line for Customer Capacity Report Costs Formula for Usage, 2. New Simulation Process Scenario 1 (Week 1-2) Changed process has following Configuration: 3. Impact of new configuration on business of Pizza Scenario 2 (Week 3-4) Capacity Report 4. Process of Waiting Line for Customer Scenario 3 (Week 5-6) Capacity Report 5. Scenario 4 (Week 7-8) Process of Waiting Line for Customer Capacity Report Costs 6. Week 7-8 Capacity Report Customers Costs Business - General Business 1. Individual Assignment: Apply the Learning Curve Theory · Review the Pizza Store Layout simulation. During your review, examine the process in this simulation. Play it at least twice, and pay attention to the learning curve. Do not worry about the statistical control in this assignment. · Submit five to ten points of process performance data for the performance metrics identified in the Pizza Store Layout simulation. · Write a paper of at least 700 words in which you consider an alternative to the process. How might you apply the learning curve concepts to test the alternative against the existing...
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...This file OPS 571 Individual Assignment Apply the Learning Curve Theory Part 2 2 includes overview of the following parts: 1. Process Performance Data Initial Report (1st Day) Scenario 0 Process of Waiting Line for Customer Capacity Report Costs Formula for Usage, 2. New Simulation Process Scenario 1 (Week 1-2) Changed process has following Configuration: 3. Impact of new configuration on business of Pizza Scenario 2 (Week 3-4) Capacity Report 4. Process of Waiting Line for Customer Scenario 3 (Week 5-6) Capacity Report 5. Scenario 4 (Week 7-8) Process of Waiting Line for Customer Capacity Report Costs 6. Week 7-8 Capacity Report Customers Costs Business - General Business 1. Individual Assignment: Apply the Learning Curve Theory · Review the Pizza Store Layout simulation. During your review, examine the process in this simulation. Play it at least twice, and pay attention to the learning curve. Do not worry about the statistical control in this assignment. · Submit five to ten points of process performance data for the performance metrics identified in the Pizza Store Layout simulation. · Write a paper of at least 700 words in which you consider an alternative to the process. How might you apply the learning curve concepts to test the alternative against the existing...
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...Design A Flowchart For A Process Rehana Siddiquee OPS/571 9th August 2011 Fred Gapasin, Jr. University of Phoenix Design A Flowchart For A Process One of the daily processes that I cannot go without is driving to work every morning. Since I have to be at work by a specific time each morning, the “time” unit is has been prioritized in this process. As per the flowchart below the process begins: 1. Start the car 2. Drive to the gas station if needs gas, otherwise drive to work 3. Stop when the signal is red, otherwise continue driving 4. Completely stop and park the car, when arrive at work. Couple of the main factors involved in the process that affects this unit are: 1. The car needs gas: if the gas is low, then I need to stop at a gas station and fill up the tank. Each day taking gas requires at least 7 min. 2. Signals one the way turns red: each red signal will add additional wait time. Each time stopping at signal lights take at least 2 min. Altogether I get 5 signal lights on the way to work. [pic] The metric I have used in the flowchart to measure my process is ‘time’. Following are the data collected for the work week: Wednesday (8/3/11): No gas + 2 red signals = 19 min Thursday (8/4/11): No gas + 3 red signals = 21 min Friday (8/5/11): Required gas + 2 signals = 26 min Saturday (8/6/11): No gas + 1 red signals = 17 min Sunday (8/7/11): No gas + 4 signals =23 min Monday (8/8/11): No gas + 2 red signals =...
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...Design a Flowchart for a Process Ana A, Brown OPS/571 October 17, 2012 Dave Kunz Design a Flowchart for a Process Every day of our daily lives is a part of a process. Everybodys parts of the process are different in many ways and still the same in other ways. When Ana was working six month ago her routine was the same three days of the week and the other two different. Ana is on disability now until February 2013 and my days differ on a daily bases. Ana will design a flowchart process that states how she would like to spend less time on her routine of going to work. The daily process that she would like to do more efficiently is spend less time doing her morning routine. Ana have chosen this process because it would allow her to examine the process she uses every day to get ready for her day and hopefully find ways to reduce the time it takes her to complete her daily routine. To assist Ana in her journey for a more efficient daily routine she has chosen to use a flowchart to document her daily routine process (flowchart, 2010). Discovering Impacting Aspect The major decisions to be made during Ana morning routine, is does she get up when her alarm clock goes off or does she hit the snooze button? After Ana get out of bed she thinks should she make her coffee to drink now or for the road? After that she ask myself does she brush my teeth first and get dress or does she do her hair and makeup? All the decisions affect the...
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...Week #1 Individual Assignment Design a Flowchart for a Process Sherry Martin OPS 571 University of Phoenix November 19, 2010 Design a Flowchart for a Process Everyday, people perform daily processes as part of their regular routines and many of them may consume a great amount of time. In this paper, a specific process has been identified and a flowchart has been designed to show the various factors that affect the design process as well as the specific metric that identifies the measurement process. By designing a flowchart for this process, the desired result is to identify how the amount of time involved can be minimized while also making the overall process more efficient. Factors Affecting Process Design The factors affecting the process design include: 1) “Do I get up promptly?” OR “Do I hit the snooze button on the alarm?” 2) “Do I have my clothes ready for work?” OR “Do I need to decide what to wear in the morning?” 3) “Is there a great deal of traffic or congestion?” OR “Is the traffic moving smoothly?” Each of these factors can greatly affect the process design because of their potential impact on the overall amount of time expended. Some additional steps in the process design which have less impact on the overall efficiency of driving to work include: 1) Shower 2) Brush teeth 3) Fix hair 4) Do makeup 5) Breakfast Identified Metric The one metric that has been identified to measure the process is...
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...Flowchart OPS/571 11/5/12 In the retail industry being productive with customers coming in and out your locations asking millions of questions and giving great customer service, it is hard to keep up with the daily tasks that come with running a store. Some of the biggest issues are completing all the necessary counts, finishing the warehouse truck in a timely manner, and keeping overstock neat to make the restocking process much quicker. In my company we have a system that was just put in place that orders products for us weekly. It is called “The Suggested Ordering System”. This system has a programmed quantity for each item that we sell in the store to guarantee that we always have the same amount of inventory to keep our store looking fully stocked and assuring customers are able to purchase the products they are looking for. This system is contingent on the manager producing accurate inventory count. If the system has bad counts it will not order the right quantity of products causing the store to run low on products which will negatively affect your stores sales and volume. This system definitely helps management in the long ordering process which would take us 2 or 3 hours to complete. Now with suggested ordering we are able to complete our orders in half the time. The receiving process has been an issue in my store for a while. We have always finished stocking the trucks in pretty decent time, but we...
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...Bottlenecks in a Process Kim Johnson OPS/571 February 4, 2013 Trina Greer, PhD Bottlenecks in a Process Bottleneck is defined “as any resource whose capacity is less than the demand placed upon it” (Chase, Jacobs, Aquialino, 2006, p. 725. This paper addresses how a bottleneck can hinder driving time and Goldratt’s theory of contracts to identify and overcome process bottlenecks. In week one the process I choose was spending less time driving to work. It takes approximately 43 minutes to drive 33.95 miles one way with no traffic. In order to get to work on time every day I have to get up at 7:15 a.m. to get to work by 9:00 a.m. It is imperative that I leave at least one hour earlier because of the various traffic conditions. The bottlenecks that could daily are accidents, stalled vehicles in or at the tunnel, road work, weather conditions, or large volumes of traffic that simply cause traffic to move at a much slower pace. Goldratt’s theory of constraints has a five focusing step approach to a process. 1. “Identify the system constraints - (distance and time) 2. Decide how to exploit the system constraints - (distance means moving closer to home which in turn will cut down on the time it takes to drive to work) 3. Subordinate everything else to that decision - (this means additional time is spent waiting for traffic jams, weather conditions, and road work) 4. Elevate the system constraints - (in this case the only way to elevate the constraints...
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...Bottleneck in a Process OPS/571 September 5, 2012 Processing Army Equipment for Deployment When a unit is scheduled to move equipment it must follow a number of steps before it is ready for shipment. From updating the deploying unit Organizational Equipment List (OEL) to delivering it to the Port of Embarkation (POE) a series of events must take place sequentially for the process to occur without complications. The 11-step process flow submitted on week one identified a bottleneck in the system at step 10. It is during step 10, (Processing equipment for shipment at the MDF) that a major bottleneck was discovered. It takes an average of 35 minutes for any particular piece of equipment to process all ---- stations at the MDF. However, vehicles towing an additional piece of equipment such as trailers, howitzers, mobile kitchen units, etc. take an average an additional 15 minutes at station --- (weight and dimensions station) because the equipment towed must be disconnected from its prime mover and process separately. This tends to back up the processing system creating a bottleneck. Applying Dr. Goldratt Theory of Constraint (TOC) to this process could help deal with and solve the bottleneck. Dr. Goldratt’s TOC is a philosophy normally applied to running and improving an organization (Goldratt Marketing Group. 2012). The TOC consists of a problem-solving management decision-making tool (TP) (Goldratt Marketing Group. 2012). The TOC addresses three essential questions...
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...Learning Team “A” Reflection Week 3 \\ OPS/571 October 12, 2015 Dr. Learning Team “A” Reflection Week 3 This week’s discussion of chase strategy matched well with discussions last week related to fast food and Wendy’s in particular. Team A explores chase strategy how Wendy’s, our company of choice from last week’s assignment met these requirements. The Chase Strategy Defined/ Companies Utilizing the Chase Strategy The Chase Strategy is a part of the production planning strategy. It involves trade-offs with workforce size, work hours, inventory and back logs. According to Jacobs and Chase (2011), match the production rate to the order rate by hiring and laying off employees as the order rate varies. The success of this strategy depends on having a pool of easily trained applicants to draw on as order volumes increase. The caveat to this strategy is that employees may feel unmotivated to produce at a higher rate if there’s not much work. This lack of motivation is due to a decrease in the workload and employees may try to stretch the time it takes to process an order or task out of fear of being terminated. This may happen in companies that use a made-to-order approach and may have highs and lows in their production process. Companies that may use the Chase strategy is an automotive company such as Ford Motor Company and temporary agencies that place applicants to a specific job need for a certain period of time. The process is due to aggregate planning...
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