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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inventory Operating expense: Legal issues and logistic costs to bring more vehicles over from overseas. Potentially the opening of a domestic plant would be a huge operational cost. Bottleneck: limited availability domestically is putting a real strain on our operating potential 5 step process 1.) Identifying the bottleneck: There has been a real problem with our distribution channels lately. We receive cars from overseas (Europe) where all our vehicles are made. The time it takes for the cars to
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Nurse 2: capacity = [1 patient / (3 + 1 min)] (60 min / hr) = 15 patients /hr e. Nurse 3 / MRI Machine: capacity = (1 patient / 10 min) (60 min / hr) = 6 patients / hr 3. Bottleneck is Nurse 3/MRI Machine because that resource’s capacity is least. The process capacity is the bottleneck because the maximum number of patients this setup can handle is 6 patients per hour, no more. 4. The best case lead time for one patient without delays is 33 minutes, calculated by the time
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Illustrative Exam 1[1] Solutions BUAD311 – Operations Management Section A: Multiple Choices (circle only one) 1. Which of the following statement is correct? a. Make-to-order systems are better than make-to-stock systems. b. Make-to-stock systems are better than make-to-order systems. c. Hybrid systems are perfect and better than both MTO and MTS systems. d. Hybrid systems are worse than both MTO and MTS systems. e. None of the above e): It is hard to tell which
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capacity. Second, the incentives they usually offer are based on the assumption that the level of utilization of any worker is determined by his own potential. In fact that’s totally false because of dependency. For any resource that is not a bottleneck, the level of activity from which the system is able to profit is not determined by its individual potential but by some other constraint within the system. 2. Do you feel that Socratic approach, “Don’t give the answers, just ask the questions
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Danny Patel The Goal: A Process of Ongoing Improvement is a work of fiction describing a very real thing, the process of manufacturing a product. This includes the engineering and production process, marketing, sales, and interaction with corporate and regional headquarters. The main character in the story is Alex Rogo. He is the plant manger of a UniCo division plant in Barrington. Readers are never fully introduced to what kind
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Shouldice Hospital: Operations Assessment Shouldice Hospital has been devoted to repairing hernias for over half a century. Although the Shouldice system has led to great competitive positioning, the hospital is falling victim to its own success. Demand for Shouldice services is so much higher than its current capacity of 89 beds that it is in a constant state of operations backlog, which grows by 100 patients every 6 months. Thus, Shouldice needs to find a solution to its single
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Case study Process design Management questions addressed in process design Q1) what level of capacity is needed from the process to serve market demand? Answer: Process management is a continuing activity. Processes used by companies are never static, instead they must change as customer demands evolve, competitive opportunities emerge, and new technologies improve. In this aspect capacity is often challenging to specify for particular activities and operations, and even more so far the entire
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scheduled independently • Bottleneck: any resource that has insufficient capacity to satisfy requirements • Synchronous value-adding systems: require that the timing of value-adding activities be coordinated (synchronized) • The presence of a bottleneck requires that the timing of value-adding activities be coordinated (i.e. synchronized) Integrated Operations Management: A Supply Chain Perspective, 2nd ed., Hanna & Newman, Thomson/South-Western © 2007 2 TOC: THE MANAGEMENT PROCESS 1. Identify system
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simulation experiment which aimed to investigate the effects of buffer patterns on the throughput of lines controlled by a CONWIP release mechanism. The hypothetical lines simulated were stochastic 11-station flow lines with the middle station as the bottleneck. ANOVA tests were used for the analysis of the simulation output, followed by Duncan’s Multiple Range tests. There were 6 buffer patterns which were distinguished by the amount of total buffer capacity and the buffer allocation approaches. The experiment
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