...Case Analysis: Executive Shirt Company, Inc. Operations Management - I PGP1 Section B Group 4 Group Members AMARENDRA SAHOO PGP2011533 BHAWNA GOKANI PGP2011595 CHATARKAR ANURAG MAHADE PGP2011600 C.LALRUATSANGA 2011FPM06 RUPSA CHAKRAVARTY PGP2011837 SAARANG K. MEHTA PGP2011841 UTKARSH SINGH PGP2011923 Case Analysis: Executive Shirt Company, Inc. Summary: Mr. Dwight Collier, Gen. Manager of Executive Shirt Company (ESC) is planning to introduce customized shirts in his current production facility since they can fetch 75% more price as compared to regular shirts. Currently, ESC is manufacturing 16,000 shirts per month and they plan to manufacture 2,000 customized shirts per month without hampering the current production. The company has 5 departments, namely, Cutting: 1 Machine, 4 Workers Sewing: 48 Machines, 48 Workers Inspection: 4 workers Ironing: 4 Machines, 4 Workers Packaging: 4 workers Indirect Workers (material handlers) : 4 Workers Mr. Collier introduced a change in the manufacturing process by introducing a Laser Cutting Machine for customized shirt. He requested two of his managers, Mike and Ike to devise a production plan to maximize the profit from both the products. The highlights of their plans are Mike’s Plan: To go with one production line manufacturing both the products simultaneously (other than the cutting process) o Eight Batches of regular shirts with 5 shirts each o One batch...
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...Prepared by: Executive Shirt Company Inc. March 22, 2012 Question 1: Compute the following quantities for the current production process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case. Cutting: Time required = (90 mins + 30 mins) / (60 layers x 8 patterns) = 0.25 mins / shirt for 1 cutting machine. (TABLE: CURRENT PRODUCTION PROCESS) Operation:Current Production Process | Regular Shirts Labor Content(mins/shirt) | Number of Workers | Time required =Labor content / # Workers(mins/worker/shirt) | 1. Make collar | 3.90 | 8 | 0.488 | 2. Make cuffs | 2.00 | 4 | 0.500 | 3. Make sleeves | 0.65 | 2 | 0.325 | 4. Make front | 2.50 | 6 | 0.410 | 5. Make back | 1.70 | 4 | 0.420 | 6. Join shoulders | 0.66 | 2 | 0.330 | 7. Attach collar | 1.65 | 4 | 0.410 | 8. Attach sleeves | 1.55 | 4 | 0.390 | 9. Stitch down sleeves | 0.65 | 2 | 0.320 | 10. Sew side seam | 1.80 | 4 | 0.450 | 11. Attach cuffs | 1.55 | 4 | 0.390 | 12. Hem bottom | 1.70 | 4 | 0.420 | 13. Inspect | 1.50 | 4 | 0.380 | 14. Iron | 1.95 | 4 | 0.490 | 15. Fold, package | 1.75 | 4 | 0.420 | Current Production Process | Calculation Explanation | Value | a. Actual Cycle Time | = 1 / flow rate | = 1 / (800 shirts / 480 mins) = 1 / 1.667) = 0.60 min / shirt | b. Manufacturing Lead Time | = WIP / flow rate | = 11,760 / 800 = 14.70 days | c. WIP Inventory | = Total WIP x batch size | = (16 + 144 + 12 + 12 + 12) x 60= 196 x 60 = 11,760 shirts | d. Production...
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...OPERATIONS MANAGEMENT EXECUTIVE SHIRT COMPANY CASE Q.1) Compute the following quantities for the current production process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case. Solution: Current batch processing Sales for the Executive Shirt Company are constituted of only a few basic styles and colours. Hence the company has a limited number of varieties to produce. So, it has large batches of each kind of shirt (size and color). It has only one cutting machine, which is computer-controlled and can cut up to 60 layers of cloth at the same time. Also up to 8 patterns can be cut simultaneously. The cutting process by the machine takes 30 minutes irrespective of the number of patterns and number of layers. But, the set up time is quite significant. It takes 1.5 minutes to roll out a layer of cloth and so for 60 layers; it takes 90 minutes setup time. The machine is being operated by 4 operators and the company is using its maximum capacity, i.e. 60 layers and 8 patterns at a time. So, Total number of shirts cut in one run = 60*8 = 480 Total time taken by one run = setup time + runtime = 90 + 30 = 120 minutes Regular shirts labor content (minutes per shirt) for cutting = 120 / 480 = 0.25 min per shirt Number of workers = 4 |Operation |Regular Shirts Labor Content (minutes |Number of |Time taken per |Time taken...
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...经理人衬衫有限公司 经理人衬衫公司（缩写为 ESC）出产几个著名商标的男士正装衬衣，以高质量和有竞 争力的价格在服装业取得了良好的声誉。 由于公司最近的销量出现了下滑， 总经理德怀特· 克 里尔决定将公司的产品线扩展至客户定制的正装衬衣市场， 他认为这是一个有很大机会的市 场。定制衬衣目前拥有较高的溢价，同等质量和相同样式的定制衬衣，比现货衬衣至少贵 75%。另外，消费者通常需要等待 6 周或更长时间来等待定制衬衣的交货。克里尔认为很多 现在购买现货衬衣的人其实很愿意购买定制衬衣， 但高昂的价格和漫长的等待把他们挡在了 门外。同时，有些由 ESC 供应的零售商也对 ESC 进入定制衬衣市场表现出热情，于是克里 尔决定启动一条生产中档价格定制衬衣的生产线，目标是在客户下订单之后的 10 个工作日 之内能够交货。克里尔希望相比标准化生产的衬衣，ESC 的定制衬衣能获得 10 美元的批发 溢价和 20 美元的零售溢价。这一计划的实现并不遥远：定制的李维斯女式牛仔裤 2 周之内 就可以交货，在零售市场仅比常规牛仔裤贵 10 美元。 ESC 的生产设施 ESC 目前的生产流程是针对大批量生产设计的，它要求衬衣种类不多且需求稳定。它出 产一些基本类型和颜色的衬衣，比如该公司超过 80%销量来自白色和蓝色的衬衣。在 ESC 密 西西比州波奎特市的工厂里，衬衣生产采用传统的按批次生产流程。 波奎特的车间被分成若干个工作区，各个工作区对应不同的裁剪和缝韧操作（见附件 1 1） 。衬衣的板型 是在电脑控制的切割机上剪切而成的，该切割机最多可以一次剪切 60 层 布料（一种或多种颜色） 。工厂现在的做法是摆好 60 层布料再一起剪切。准备工作是很费人 工的——在剪切台上小心地铺好一层布料需要大概 1.5 分钟（60 层就需要 90 分钟） 。每块 布料的可以分布 8 件衬衣的板型（见附件 2） 。因此，针对每一种板型布局，可以同时剪切 60 件同样类型相同尺寸的衬衣。布料全部铺好之后，需要平均 30 分钟来剪切并移开 8 个板 型的所有布片。 不管所剪切多少层布料， 剪切的时间是不变的。 在铺开和剪切布料的过程中， 4 名机器操作工全都在干活。 剪切之后，生产 60 件同样衬衣所需的布片被归为一批。每一批被送去缝制，在成衣被 检查、熨烫和包装之前，需经过 12 道工序（见附件 3） 。所有的缝制工序都使用类似的缝纫 机。带轮子的料箱由 4 名材料员从一道工序移至下一道工序，每个料箱里有 60 件衬衣（或 60 件衬衣的布片） 。平均而言，包括正在处理的衬衣，每个工人（不包括剪切工序）手头都 2 有 3 批衬衣。一共有 64 名直接工人（进行从剪切到包装的所有操作）每天工作 8 小时 ，每 周 5 天，每月 20 天。4 名材料员和 64 名直接工人，常规工作时间工资为每小时 6 美元（不 包括津贴） ，加班工资为每小时 9 美元，实际上加班的情况很少（见附件 4，标准尺寸衬衣 的成本结构） 。 规划定制衬衣生产线 克里尔知道引入定制衬衣生产线需要对目前的生产流程进行一些改动。 第一步， 克里尔 订购了一台新的“少层”激光切割机。这台新机器更小一些：每次只能剪切一个衬衣板型， 并且一次最多切 5 层布料。但是，它非常快：整个铺开和剪切布料的过程仅需 2.5 分钟。相 对于每次剪切 8 个板型，每次只剪切一个板型将造成更高的废料率——克里尔预计定制衬 衣的材料成本会比标准衬衣高出大约...
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...Description of some Men’s Products Shirt (Full & Half) Shirt is a very popular product for men. Aarong produce full & half shirts. They produce many new design shirts. The minimum price of shirt is 571 and maximum is 1200 T – shirt T- Shirt is very popular for young boys and girls. They like it very much. Aarong produce many new design of T – shirt for young generation. The price of it is 400 – 650. Executive shirt Executive shirt is very popular for employees. Aarong produce many design of Executive shirt. They sell this shirt at a price of 1000 – 1500. Panjabi, Pajama & Tupi Panjabi is very popular for Muslim men. It is very nice & beautiful. They sell this product at a price of 1000 – 25000. Pajama is essential when someone put Panjabi. They sell this product at a price of 1000 – 1200. Tupi is another product that is used by Muslim men when they go for prayer. Aarong produce many design of Tupi. They sell this product at a price of 350 – 1000. Sandal Sandal is essential for human being when they go to somewhere. Aarong produce many types of new design sandal for the consumers. They sell this product at a price of 650 – 1300. Wallet & Belt Wallet is now most important things to carry money and some small important papers. Most of people use this. Aarong produce many design of wallet. They sell this product at a price of 350...
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...Case let 1 Mr. and Mrs. Sharma went to Woodlands Apparel to buy a shirt. Mr. Sharma did not read the price tag on the piece selected by him. At the counter, while making the payment he asked for the price. Rs. 950 was the answer. Meanwhile, Mrs. Sharma, who was still shopping came back and joined her husband. She was glad that he had selected a nice black shirt for himself. She pointed out that there was a 25% discount on that item. The counter person nodded in agreement. Mr. Sharma was thrilled to hear that “It means the price of this shirt is just Rs. 712. That’s fantastic”, said Mr. Sharma. He decided to buy one more shirt in blue color. In no time, he returned with the second shirt and asked them to be packed. When he received the cash memo for payment, he was astonished to find that he had to pay Rs. 1,900 and Rs. 1,424. Mr. Sharma could hardly reconcile himself to the fact that the counter person had quoted the discounted price which was Rs. 950. The original price printed on the price tag was Rs. 1,266. Questions 1. What should Mr. Sharma have done to avoid the misunderstanding? He should have firstly checked the price on the tag whilst selecting the shirt, even if he didn’t he should have confirmed with the cashier whether the price quoted by him was the original or the discounted one. 2. Discuss the main features involved in this case. Communication or rather miscommunication, presumption and lack of information exchanged between...
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...Nathan Uffens EST 1 Task 2 1.Company X has a high code of ethics. These standards are what we expect our employees to follow: a.Dress Code: All employees must wear uniforms that consist of black dress slacks, Polo Shirt (Choice of 3 Colors), black shoes (No logos, or additional colors visible). Company to provide slacks and polo shirts. Visible body piercings are not allowed, except for earrings. Hair must be clean and well kept. Hair Coloring must de natural hues. Visible tattoos must be covered by clothing or by other means. b.Attendance: All employees are to work their scheduled shifts. If you are going be absent or late for work, you must notify your supervisor at least two hours before the start of your scheduled shift. c.Mobile Devices: Personal electronics such as cell phones, tablets, laptops may not be used while at work, unless required for work purposes. Mobile devices may be used during breaks and before and after shifts just not in public areas. d.Internet: All company computers that have internet access are to be used for official company business only. Employees may not use the internet for personal use, i.e. social media. 2.Company X has an extensive training program to make sure that its employees understand what is required of them during their employment. These trainings happen on frequent bases. Three specific Components for an ethics training program. a.Frequency of Trainings: The Training of ethics...
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...Under Armour: Working to stay on Top of Its Game The following is an in-depth analysis of the company Under Armour. It has been one of the fastest growing productions, along with one of the top runners in the athletic apparel industry. The future of Under Armour remains unclear, but hopeful. There are many questions and issues that founder Kevin Plank and his executive leadership team must consider as the company moves forward; but analysts believe that the demand for Under Armour’s apparel products remain strong. Nike, Adidas, and Columbia Sportswear are all frontrunners against Under Armour in the industry. The first section of this report will cover an overview of the trends in, economics, political/legal, social/cultural-global, technology, and demographics. Economics Under Armour Company has been growing substantially. In 2008 its gross profit was $353,041, in 2009 it was $410,125, and in 2010 it only rose higher to $530,507. Its new income from operating expenses went up as well. In 2008 it was $38,229, in 2009 it was $46,758, and in 2010 it was $68,447. In North America and Canada, Under Armours net revenue in 2008 was $692,388, in 2009 it was $808,020, and in 2010 $997,816. In foreign countries it inclines as well. In 2008 Under Armours net revenue was $32,856, in 2009 it was $48, 391, and in 2010 it was $66,111. If the company follows this trend its profits are simply going to rise. Political/Legal The political and legal environment of Under Armour is greatly...
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...expected of such dignified occasions. The minimum standard is business casual, defined as: • For men: A combination of collared shirt (such as a dress shirt or polo shirt), trousers (such as khakis or blue, green, brown, or black trousers) with a belt and appropriate shoes. A blazer or business jacket and tie can optionally be added. For women: A reasonable length skirt (knee length) or trousers of a non-jeans material combined with a top that covers the shoulders (such as a blouse, dress shirt, or sweater set) and appropriate shoes are considered acceptable. An informal dress with appropriate skirt length is also acceptable. School uniforms will be allowed as long as an adult official from the school confirms that the student’s attire is in accordance with the school uniform policy. • • The following attire is considered not appropriate for participation in the ceremonies: Blue Jeans Ripped clothing Athletic wear Patched pants Shorts of any kind (except when part of an established uniform, e.g. School Uniforms, Scout Uniforms, Foreign Military Uniforms, and period Military Uniforms) Tee Shirts Tank Tops Halter Tops Tube Tops Underwear as outerwear Shirts that expose the midriff Miniskirts Sneakers Open toed shoes (nice sandals [not thongs, shower type shoes, or flip-flops] during warmer months for women is appropriate) The Executive Director, Arlington National Cemetery, or designated representatives, the Sergeant of the Guard, and Relief Commanders have the authority...
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...Arteixo is a small town in northwestern Spain near the Atlantic, surrounded by fishing villages. In its center, a glass building sits amid acres of green lawn. It’s the headquarters of Zara, the company that introduced the idea of fast fashion some two decades ago, then developed a highly centralized and often studied—but rarely duplicated—design, manufacturing, and distribution system. The building is officially known as the Cube. Those who work there think of it as the brain. The Cube is central command for a fashion empire built on an unconventional idea: speed and responsiveness are more important than cost. Zara is renowned for its ability to deliver new clothes to stores quickly and in small batches. Twice a week, at precise times, store managers order clothes, and twice a week, on schedule, new garments arrive. To achieve this, Zara controls more of its manufacturing than do most retailers: About half its clothes are made in Spain or nearby countries. For Zara, its supply chain is its competitive advantage. Zara’s expanding global reach could finally put its Iberian Peninsula-based ecosystem to the test. Spain has always been its biggest market. But in 2013, China surpassed France to become its second-largest in terms of the number of stores (142). Expansion in China offers challenges for every retailer. And it could put the Spanish clothier in a singular predicament, because Zara is a global company that doesn’t act locally. “The secret to their success has been centralization...
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...produces pullover knit shirts to address the business casual market for both men and women. Although your experience has been limited, an unexpected staff resignation has resulted in your working directly with the engagement's in-charge senior on inventory. This has been a learning experience for you, because you have helped perform various tests of controls which may be summarized as indicating that internal control over inventory (including the perpetual records) seems strong. It is your impression that those tests resulted in a decrease in substantive procedures, thereby allowing a particularly efficient audit. At the beginning of the audit, Jan Wheeler, the in-charge senior, told you that the management team of BizCaz has always been helpful and friendly. Throughout the audit you have found the situation to be as good as described. In fact, BizCaz allows each auditor to purchase up to three shirts at a particularly attractive price of $12 per shirt, the cost for which employees may purchase shirts. The shirts have a market value of $50, although the direct labor and material costs of each shirt are only $10. Near the conclusion of the audit, after you and the other three staff members paid the controller and told him your sizes, he walked to the warehouse, removed 12 shirts from the appropriate piles, and brought them out. That evening you gave the situation some thought. On the one hand, the company didn't lose any money on your purchase of the shirts-but on the other hand...
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...DRAFT 4 Technician Information Packet 1. The following is an information packet that applies to all technicians at This is done in the best interest of everyone, and will improve the conditions under which we all work. 2. All technicians must qualify into one of the following groups. Group requirements will follow. 3. A “Day” is 14 hours. After 14 hours hourly rate will apply, ½ hour at a time in ½ hour increments. Meal breaks are not part of the 14 hour day rate. 4. “Hourly” is always based on a 4 hour minimum. Any overage is in ½ hour increments. 5. “Subbing” is permitted on a case by case basis, in advance, and any sub will adhere to this policy, and should be made aware of such. 6. Lateness, and/or being unprepared for your show will result in penalty. It is your responsibility to show up on time, and with what you need to do your job. 7. Invoicing should be submitted by Tuesday, and include all your information, including name, address, phone number(s), show date, show name, location, and HST#(if applicable). 8. Cheques are issued on Thursdays. Invoices can be submitted in person, by mail, or by e-mail at 9. Any pertinent expense receipts should be submitted with your invoice. Copies of the receipts are required. Parking will only be reimbursed on 3L vehicles, or vehicles supplied to 3L for crew transport. Parking tickets are the responsibility of the driver. 10. Technicians are responsible for all missing or damaged items. 11. Meals and per diem’s are arranged...
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...the Celsius and add 28. on blahtherapy.com you can vent your problems to a complete stranger have hiccups? hold your breath and swallow 3 times. after making a bag of popcorn, open the bag slightly, flip it and shake out all the kernels. if you dont want your iphone to auto-rotate; double tap the home button, scroll left and hit the circle arrow button. to keep orange juice from tasting horrible after brushing your teeth, rinse with hot water. nest time you have a bad sore throat, eat marshmallows. storing batteries in the freezer can double their life span. looking for something? scan the room from right to left. your brain will pick up more because it’s not used to reading that way. if you’re ever being buried alive, take your shirt and tie it around your face and mouth to keep from suffocating. put your phone in a glass to make the speakers louder. get a mosquito bite?press a hot spoon on it. the heat from the spoon will kill the protein causing the itch. to avoid having a double chin in photos put your tongue on the roof of your mouth. rub an ice cube on the v shape between your thumb and index finger to reduce toothache pain by 50% - find a random vending machine - enter code: 432112311 - immediately push and hold the coin return button - change will fall into the tray squirting salt water into the coin slot of a soda machine is said to cause an electrical current that will dispense free soda ABC’s backwards; Eggs double you fee, you tea is our cue pea...
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...1) What business is Threadless in? - Threadless is in the custom designed, user-created shirt business. - Threadless acts as facilitators for community-run business What is their competitive strategy? - Threadless’ designs are completely user created on Threadless’ website. - Online community of artists creates potential T-shirt designs, rather than Threadless creating them. - Ideas are voted on by the online Threadless community. - Threadless staff reviews highest rated ideas; chooses winner How sustainable is it? - Strategy has been copied by other websites (Design By Humans, for example). - However, Threadless is already massively popular/has established, loyal, talented user community. - Most competitors won’t be able to offer comparable financial incentives to user community. - As such, it is likely that Threadless won’t be seriously threatened by similar, community-driven companies. 2) What motivates various members of the community to participate? - Simple customers use website to simply buy creative shirts. - Designer-conscious students use website to generate feedback from fellow artists. - People have opportunity to interact with designers on company blog. - Monetary incentives include $2,000 cash and $500 in Threadless gift cards for winning shirt designs. - Each time a design is reprinted, the winning artist receives additional $500. - Winning designers have their art distributed...
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...Step 1 Our purpose is to help the homeless in the GTA and Toronto, by providing a food service, and a welcoming and comforting home for those in need of help. * We will be providing a food service that provides a breakfast and dinner, from a complimentary chef. Breakfast will consist of a cup of coffee, milk, orange juice, eggs, toast and bacon. Dinner may vary on particular days: spaghetti with meatballs, vegetarian or meat lasagna, or rice and stew. Dinner will also come with a complementary soda or water and a bun. * We will also be providing a homing service which includes several beds (first come, first serve) that will home the people in need whom don’t have a place to stay for the night. We will be providing a bed, with a blanket, pillow. We will be able to home about 50-60 people per night. People staying for the night may also take a shower/wash-up in our complementary shower rooms, and will also be provided clothing and daily necessities such as a toothbrush, tooth paste, razor, deodorant, etc. Step 2 Workers * Volunteers, cooks, supervisor and manager * Willing to help the homeless and needy * Mannerly (respectful, initiative, helpful) * Great communication skills, and right speaking ability to help the customers * Caring and willing to help others Money * $1 million, at least to start off (buy building, furniture, cooking equipment, and supplies) * 4000 a month, from charities or funds that are willing to provide. ...
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