David Chiu IEOR 130 HW#1 Assignment 5 September 2014 1.) a.) Wafer Fab: A fabrication plant that carries out wafer fabrication process and wafer probe. b.) Die Sort: First special electrical structures are tested to verify the proper electrical characteristics on a wafer. Afterwards each of the individual chips on each wafer is tested with a fully functional test to sort the good and failed chips on a wafer. c.) Die Bank: An inventory point of unassembled sorted die. The place where
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paper fare cards. Process The paper fare card is the main controlling element for operation of the fare gate. It has a stored value feature that allows a patron to purchase between established minimum and maximum values from a fare card vendor where the value is encoded in the magnetic stripes of the fare card. The patron then proceeds to the entry gate of a fare gate array and inserts the fare card into the gate. The gate checks the validity of the card and process it. The fare card must
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To increase this percentage, the plant will need to have deliveries more frequent so materials are always on hand. This would eliminate a potential bottleneck by having inventory on hand to mitigate a negative effect on production times. Another change to implement is in the receiving of raw materials and the shipping of their finished goods Process Improvement Part of the just in time theory of lean production is it reaches the customer “in time”. This can be accomplished by proceeding
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strategy and pays inattention to non-bottlenecks; in the long run, it will prevent the plant from ongoing improvement. Thus, I suggest applying the Balanced Scorecard to the management of Bearington Plant to help improve the overall business success. Balanced Scorecard is a strategic performance management tool that helps to align and monitor the business activities with the objectives. It has four perspectives: financial, customer, internal business process and learning and growth. Through the
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February 16, 2015 Angela Koch Operations Management – 3380 FHE, INC – CASE STUDY Discussion Questions 1) What steps should Donaldson take to improve the new-product development process at FHE? I would be remiss if we didn’t start by mentioning that the problem actually started with the Executive Management Team and the CEO. The organization chart shows a lack of cross-functional decision making which results in the inability to integrate operations. I don’t believe it is his place,
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Drive Time Bottlenecks OPS 571 * In an effort to assess drive time to work data has been gathered daily for 2.5 weeks. When evaluating this information and comparing it with the process flow there are key areas of constraint depicted. Goldratt’s Theory of Constraints’' (TOC) states there are a minimal number of constraints within the process that are preventing or limiting the production functionality
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Running Head: KRISTEN’S COOKIE COMPANY 1 Kristen’s Cookie Company: An Effective Production Process ABSTRACT This paper will explore the Kristen’s Cookies business concept and evaluate if the company current status is profitability. We will review the ability to take orders, pricing the product, developing policies. Kristen’s Cookie Company is a business idea thought up by two roommates who are trying to tap into a market which caters to starving college students in the late night
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common ailment -- a bottleneck in the process flow. A minor problem that can be easily solved has to do with the grading of berries. $.75/BBL premium paid for grade 3 berries. Premium paid on 450,000 barrels in 1980. Half were incorrectly labeled as grade 3. Accurate grading could save $169,000 per year. Light meter system would cost $20,000 plus annual operator salary. What does this imply to the growers who are also the owners of the plant? Bottleneck Analysis
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sub-optimization process does not always adhere to the principle “the whole is more important than the sum of its parts”. Sub optimization occurs when different departments each attempt to reach a solution that is optimal for that department, but that may not be optimum for the organization as a whole. This type of policy can actually do more harm than good. When one department is delivering faster than another department can handle this could cause what is known as a “bottleneck” in the process, which may
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(a) What are the firm’s Competitive Priorities (Time, Price, Quality, Variety)? (b) What areas need improvement? 2. Process Flow Diagram As you tour a facility, you should gather enough information to at least sketch a process flow diagram. (a) What flows? Parts, jobs, workers, tools, etc. Assess variety. (b) Where do the flows originate, and where do they lead? (c) What type of process is it? Project, job shop, batch flow, line flow, continuous flow. Generally, as we move through this continuum, capacity
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