Chapter 1 * Do not threaten your employees that they’ll get fired. Be diplomatic. * Don’t let your boss boss you around so much. Do not be a doormat. * Don’t take his actions personally. He is just doing his job. * Take your boss’s nagging and annoying behavior as a challenge. * Don’t ask for resources unless you are sure that you are using your current resources efficiently. * Sometimes, the problems that arise are only symptoms of bigger problems. Chapter 2 * Keep your
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theory of constraints and its practical implementation. This is done through a five step process of (1) identifying the plant or organizations constraint, (2) deciding how to exploit the system’s constraint, and (3) subordinating everything else to the above decision. You must elevate the system’s constraint. If and when the previous constraint has been broken, return to the first step. Through this process Mr. Rogo was able to save his plant from shutting down. Alex Rogo, a plant manager at
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Discussion Questions (Week 6) THE GOAL Chap 1 – 15 1. Do you perceive that the people at the Bearington plant were like most manufacturing people in most companies? 2. Do you feel that the Bearington plant has the right equipment and technology to do the job? 3. What is the “Goal”? How is it related to the three performance measurements: NP, ROI & CF? Why does Alex need another set of measurement: Throughput, Inventory, OE? 4. How is "productivity" defined traditionally? How does Jonah define
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OM, Anderson, Fall 2014 1 Discussion Questions (Week 6) THE GOAL Chap 1 – 15 1. Do you perceive that the people at the Bearington plant were like most manufacturing people in most companies? 2. Do you feel that the Bearington plant has the right equipment and technology to do the job? 3. What is the “Goal”? How is it related to the three performance measurements: NP, ROI & CF? Why does Alex need another set of measurement: Throughput, Inventory, OE? 4. How is "productivity"
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Homework #1 Solution Process Analysis and Capacity Management BUAD311- Operations Management Fall 2014 Q1 (15 points) At a make-to-order hamburger shop, there is one worker who cooks patties, two workers who assemble burgers, and one cashier. The oven can cook patties in 4 minutes and the oven can cook up to 20 patties at one time. Each burger assembler can assemble a burger in 40 seconds. It takes the cashier 6 seconds to collect payment. a) (5 points) What is the capacity of the hamburger
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Jennifer Purifoy April 30, 2001 Executive Summary for The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt The heart of this story is based around the life of Alex Rogo, Plant Manager for Uniware a division of Unico. After a very upset customer approaches Alex’s boss, Bill Peach, he is given an ultimatum to turn the plant around in three months. Due to the limited amount of time available, there are not many outside tools available such as consultants, surveys, etc. With very few
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The Goal – A Process of Ongoing Improvement The Goal tells the story of Alex (“Al”) Rogo, a Plant Manager for UniCO Manufacturing. The plan is always behind schedule, and the plan was in danger of being closed. At the beginning of the book, Bill Peach, an executive at the company, gives Al three months to turn the operation around. Al enlists the help of his physicist friend Jonah, who advises Al on the impact of bottlenecks in a production environment. In addition to the primary story about
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boarding procedure * Make sure to board families with children first * As we know a lot of passenger especially new passengers are not familiar with the boarding process and this might cause delays. So by explaining them from the beginning what they can expect next or should do next you could speed up the boarding process. By boarding families with children first would give them more time to stow their entire luggage and settle down and avoid causing deletion by getting in the way of other
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Production & Operations Management Session 3-2 More on Processes 1 Outline Multi-product, multi-flow process analysis – So far: 1 product, 1 flow – Differing process times, yield issues, machine breakdown Big Takeaway: – Product-mix becomes critical in multiple flows – Implications in capital investment, scaling business, and risk management Calculating capacity when you have – Multiple flows • With the same processing time at each resource • With different processing
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Daagye Hendricks OM 516 The Goal 1. Summarize the book The Goal is a story about overcoming manufacturing problems as told through the eyes of a plant manager (Alex Rojo). In this story, Bill Peach (division vice-president), followed the status of a specific order number. He discovered not only was the order incomplete, but also seven weeks late and unassembled. Peach was not pleased and informed Mr. Roho that he only has 3 months to improve plant performance before it has to close its doors
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