...JGT2 Decision Analysis Task 1 A.) Recommendation on how to improve current workflow. It is my recommendation that Shuzworld change their facilities layout to create a better workflow. You can accomplish this by breaking the current structure and reorganizing the workstations to accomplish tasks in a more time efficient manner and maximizing an employees’ time spent on the product. 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. Shuzworld's Rugged Wear Work boot Assembly Schedule | Task | Performance Time (Minutes) | 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 time | 46 | | Using our previous calculations and knowing that a task can take no longer than 10 minutes at each workstation, I believe the workstations should be engineered in a way to maximize the time spent at each station before moving on to the next. The first workstation is currently Task A and will use the maximum allotted time. Workstation 2 can be a combined effort of Tasks B and C, due to their requirement (A) having already...
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...MEMORANDUM To: Shuzworld From: Farah Shekari, consultant Re: Maui Sandal Date: February 12th, 2012 Improve Work Flow In order to improve the current workflow in the plant, I recommend that Shuzworld’s Shanghai Production Facility (SSPF) should use the layout strategies (such as assembling balancing) method because of the nature of the issue. The objective of the layout strategy is to develop an effective and efficient layout that will meet the firm’s competitive requirements” (JGT2 power point presentation). There are many types of layouts but in the case of this task, the warehouse layout is most appropriate, the trade offs to address are between spaces and material handling, including the following: material handling equipment, capacity and space requirements, environment and aesthetics, flows of information, and cost of moving between various work areas. SSPF is budgeted to produce 6 work boots an hour, with a 40 hour workweek and currently 8 stations with 46 minutes performance time. By inputting the information into the layout strategies method, I conclude that SSPF can eliminate 3 of their workstations. Therefore, it will be 92% efficient with 50 minutes of time allocated, 4 minutes of idle time, and 10 minutes of maximum cycle time. Initial and Ongoing Costs for New Line Now, I would like to discuss the impact of coast on the decision to continue producing the new line. Based on the information provided, I have chosen the learning curve tool...
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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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...MEMORANDUM To: Shuzworld From: Robert Hixon Director of Operations When we face challenges in life that are far beyond our own power, it's an opportunity to build on our faith, inner strength, and courage. I've learned that how we face challenges plays a big role in the outcome. Stay ambitious & determined and you can Never fail. Re: Operations Recommendations Date: November, 06, 2012 A) Work Flow The current workflow needs to address how to best organize the assembly line so that it is most efficient, and what metrics can be provided in 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...
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...MEMORANDUM To: Shuzworld From: Robert Hixon Director of Operations When we face challenges in life that are far beyond our own power, it's an opportunity to build on our faith, inner strength, and courage. I've learned that how we face challenges plays a big role in the outcome. Stay ambitious & determined and you can Never fail. Re: Operations Recommendations Date: November, 06, 2012 A) Work Flow The current workflow needs to address how to best organize the assembly line so that it is most efficient, and what metrics can be provided in 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...
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...Western Governors University Strategic Management Tutorials JET2 Financial Analysis (V2 GRADUATE-0212) JGT2 Decision Analysis (V2 GRADUATE-0710 Competition Bikes, inc, Executive Summary Report * Skip to Navigation * Skip to Content ------------------------------------------------- Top of Form Bottom of Form Horizontal, Vertical, Trend and Ratio Analysis The assessments of the financial health of Competition Bikes, Inc. (CB) are derived using the attached income statements and balance sheets. Focusing on calendar years # 6, 7 and 8 to gauge the growth and stability of this company. Between the years # 6 and 7, Competition Bikes, Inc. had a significant growth in new earnings that was not extended on into year # 8. The net earnings moved from a positive 313.4 % to a dramatic loss of 81.6% . A.1.a) Horizontal Analysis Results Horizontal Analysis is a direct comparative analysis of each line item across the same time frames of a particular company. It is calculated in dollars and percentages. An analysis will look at how the accounts have fluctuated from one year to the next. The formula used is: Dollar change = This Year’s Balance – Last Year’s Balance. Percent change = Dollar Change . The income statement from year # 6 to year # 7, exhibited a sales increase of 33%. There was only a 31 percent increase in product costs. This decrease in cost of materials was offset by sales expense of 33 percent and an increase in general...
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