Executive Summary Ford is one of the leading companies in the auto industry. The director of Supply Chain Systems at Ford was put in a tough position to make recommendations with regards to the company’s supply chain strategy. There are two groups within Ford that have two different opinions on how Ford should be using emerging information technologies and ideas from high tech industries, such as Dell, to change the way it interacts with suppliers. The first group argued that Ford should
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operations effectively that are including capability planning, process improvement, managing production and project, managing and scheduling resources and quality control. It is exciting to have the business expansion and increasing sales in order to gain profit. However, in this case, Chad’s Creative Concept does not have the capability to meet the soaring customer demand. Thus, identifying the company’s capability and production bottleneck are most important and must be considering at first. Secondly
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CASE STUDY, 4/2009 VENICE FAMILY CLINIC: Improving capacity and managing patient lead times PREPARED BY Professor Kumar Rajaram, UCLA Anderson School of Management Karen Conner, MD, UCLA David Geffen School of Medicine A case by the Johnson & Johnson/UCLA Health Care Executive Program and the UCLA Anderson School of Management Dr. Susan Fleishman, Medical Director at the Venice Family Clinic (VFC) returned to the clinic after her early morning meeting with CEO, Elizabeth Forer. It was a typically
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QUALITY LEADERSHIP UNIVERSITY UNIVERSITY OF LOUISVILLE - PANAMA MASTER IN ENGINEERING MANAGEMENT EM 613 OPERATIONS MANAGEMENT GROUP PROYECT “OPTIMIZATION OF HAM PRODUCTION PROCESS IN PROCESSED MEAT INDUSTRY ALIMENTOS CÁRNICOS DE PANAMÁ S.A.” MEMBERS: CRUZ, ESTEFANÍA Id. 8-831-2043 CRUZ, JOSÉ Id. 8-785-79 CHANIS, NICOLE Id. 8-837-172. PALMA, MANUEL Id. 8-845-2054 IBAÑEZ, ROBERTO Id. PE-11-1044 PROFESSOR: JOHN S. USHER, PhD, PE JUNE 19, 2015. 1 INDEX INTRODUCTION
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CHAPTER 7 PROCESS SELECTION, DESIGN, AND ANALYSIS DAVID A. COLLIER AND JAMES R. EVANS OM, Ch. 7 Process Selection, Design, and Analysis ©2009 South-Western, a part of Cengage Learning 1 Chapter 7 Learning Outcomes learning outcomes LO1 Describe the four types of processes used to produce goods and services. LO2 Explain the logic and use of the product-process matrix. LO3 Explain the logic and use of the service-positioning matrix. LO4 Describe how to apply process and value
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transactions, such as sales order or cash receipt). d. The numbers of records in the batch (record count) e. The total dollar value of a financial field (batch control total) f. The total of a unique nonfinancial field (hash total) PROCESS CONTROLS 1. File Update Controls – monitoring the batch as it moves from one programmed procedure (run) to another. 2. Sequence Check Control * An out-of-sequence sales order record in a batch may prevent the remaining downstream records
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that the owner has to engage in order to program the VCR). Consider the frailties of the human information processing system (perceptual systems, learning systems, and memory systems ). It is apparent that the design of the VCR ignores some bottlenecks endemic in the information processing system. Write an analysis of how the product could be re-designed so that the consumer could engage the VCR more productively. The analysis should go into some depth in identifying the problem and the
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performance of the hard disk may be a bottleneck causing system performance issues. It takes time to load large data files into memory - issues become particularly noticeable when dealing with movies, video clips, database files or .ISO image files which may easily be several gigabytes in size. On a freshly formatted disk, these files load fairly quickly. Over time, however you may start to notice performance degradation - caused by disk fragmentation. How does process loads and number of running processes
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Case Analysis of National Cranberry Cooperative Team1. Report I. Summary <Process Flow Chart> <Operations> 1) Receiving and Testing ☞ RECEIVING * 243 trucks deliver 75 barrels(=7500 pounds) per truck on average * 75*243 = 18225 barrels (1822500 pounds) * Last truck arrived (1140min) – First truck arrived (411min) = 729min (=1140 - 411) → 729min/60 = 12.15hrs (Total receiving time) ∴ For 12.15hours, 243 trucks delivered 18225 barrels. NCC receives 1500barrels/hr
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Part One - Mahou 1.1. What is typical flow at this facility? 1.2. What is the capacity at the various processes? Process Maceration Filtration Boiling Fermentation Maturation Bottling Capacity (L / hour) 150,000 75,000 150,000 335,714 167,857 212,300 -1- Operational Management – Asaf Bargill, Abhishek Bhattacharya, Gyusub Chung 1.3. Is there a throughput time here? Process Capacity (L / hour) Cycle Time (hours) Maceration Filtration Boiling Fermentation Maturation Bottling 150,000 75,000
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