Process Design for Riordan Manufacturing The Riordan Manufacturing plant in Hangzhou, China operates its manufacturing unit to prepare the electric fan to provide the worldwide supply based on the production forecast sales extrapolated using the theory of moving averages for last three years. This paper includes an analysis of the material requirement planning, existing process design, application of supply-chain concepts including any available global opportunities. Additionally, this paper
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inventory as the reason to continue moving production forward. This change would not be recommended in a Just-In-Time process, for it will create holding time and non-value storage production. She is also planning to add three inspectors to clean up the quality problem. This would also be a waste and a non-value aspect, for it will add new salaries to pay. In-process inspections can be done by their own factory workers. They should be their own inspectors to create personal responsibility
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Workflow Process Based of the operations flow chart (see Appendix A) and raw data provided by an analysis of Custom Molds, Inc. suggests that there are a number of steps for the organization to take that can address the issues that are currently slowing operations and curb the uptick in defective products. The provided data sets suggest that the number of high volume orders for parts is beginning to become the primary product line for Custom Molds, Inc. opposed to the mold creation process. With
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Easy Internet Café Case Study Analysis Table of Content Page 3 – Executive Summary Page 4 – Issue(s) Identification Page 5 – Environmental and Root Cause Analysis Page 7 – Alternatives Page 9 – Recommendations and Implementation Page 10 – Monitor and Control Executive Summary With our decision to radically revamp our operations to appoint franchisees for the new stores and existing ones, it is critical that we have an operating system that reflects this major
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Cookie company 1. It takes 26 minutes to complete a rush order, that is, the addition of the time it takes to complete each step: 6 (wash and mix) + 2 (spoon) + 10 (load and bake) + 5 (unload and cool) + 2 (pack) + 1 (pay) = 26. Process flow diagram of the cookie-making process: Me Mixer Me Spoon and tray Roommate Oven and tray Oven and tray INPUT OUTPUT Roommate Oven and tray Tray Roommate Roommate Remarks: Since it does not consume any time, the first step, that is
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OMIS 5210K BUSINESS PROCESS IMPROVEMENT PROJECT STUDY OF CUSTOMER EXPERIENCE AT THE SQUARE RESTAURANT, NOVOTEL HOTEL PROJECT TEAM MEMBERS: AJAY PAL SINGH (213678594, ajays14@schulich.yorku.ca) ANUSH MENDONCA (213665831) ANINDER DHAKA (213917166) NIKET RANJAN (213862297) SANDEEP KANTAMNENI (213845664) EXECUTIVE SUMMARY Our project focuses on analyzing the Customer Service process and providing recommendations
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View Point * Management and the Workers III. Statement of the problem * Extreme lining of the production process IV. Statement of the objective * Long range * Maximize efficiency and utilization of machine * Extreme line of production process * Ensure customer satisfaction by meeting the delivery date * Short range * Limit bottleneck area V. Areas of consideration/ SWOT analysis * Strengths * Standardized parts * Knowledgeable workers
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amount of time needed to complete the entire x-ray process. The process improvement team has identified several different tactics that can be pursued in order to improve the patient satisfaction. This proposal discusses several viable alternatives. X-Ray Department Current Operation Current system is not patient compatible in terms of time spent in the process. Current system is not patient compatible in terms of time spent in the process. The main concern with the current operation
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THE GOAL 1 I come through the gate this morning at 7:30 and I can see it from across the lot: the crimson Mercedes. It's parked beside the plant, next to the offices. And it's in my space. Who else would do that except Bill Peach? Never mind that the whole lot is practically empty at that hour. Never mind that there are spaces marked "Visitor." No, Bill's got to park in the space with my title on it. Bill likes to make subtle statements. So, okay, he's the division vice-president, and I'm just
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have different processes. Thus, we did not know which machine is suitable for us; therefore, we waited 95 days to buy a new machine. First of all, we purchased a second machine from Station 1; however, we could not think Station 1 would be a bottleneck process. Hence, we wasted our cash and our revenue decreased from $1,000,000 to $120,339, which was a bad result for us. Moreover, we bought two machines from Station 2 because; it would be better idea to increase our revenue more than Station 1. Furthermore
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