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Timbuk2

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CASO TIMBUK 2

Timbuk2 fue fundada en 1989 por Rob Honeycutt, un mensajero en bicicleta de San Francisco con una vieja máquina de coser. El sitio Web Timbuk2 (www.timbuk2.com) describe la meta de Rob, "para hacer una bolsa de mensajero lo suficientemente resistente para los mensajeros reales de bicicleta, y lo suficientemente elegante como para atraer a un mercado más amplio de jóvenes. Utilizo el lema hecho en “San Francisco” como orgullo y satisfacción de productos nacionales.

Al principio, Rob comenzó a interesarse en la fabricación “Lean Manufacturing” (manufactura esbelta) y la personalización en masa, contrató a Brennan Mulligan, para más tarde incluir en el equipo a otros cuatro chicos, que, junto con Rob y Brennan, dirigían a Timbuk2. La colegialidad y la informalidad caracterizan el ambiente de trabajo.

En 1996, Timbuk2 fue en una operación de marcha suave vendiendo una variedad de bolsas de mensajero para bicicleta y productos similares, cuyo proceso de fabricación se caracteriza en primer lugar por la manufactura esbelta y luego por la personalización en masa, una vez alcanzado estos dos procesos de manufactura se empezó a reflejar en los numerosos cambios que se habían implementado, ya que si la compañía no lograba estos procesos de manufactura sus procesos no serían aptos para lograr despachar a este tipo de mercado, (personalizado).

Lean Manufacturing hace mucho énfasis en la eliminación de residuos y la mejora de la calidad a través de lotes más pequeños y productos ágiles y con la información necesaria para procesar estos lotes. Después de mucha experimentación y análisis, el equipo compro muchas máquinas de coser adicionales, esto para reducir en gran medida las configuraciones en casi todos los pasos del proceso de fabricación, alteraron el Layout y la organización de la fábrica con el fin de manejar tamaños de lote tan pequeños de un solo elemento. Además, alteraron el proceso para que la información asociada a una orden específica, como colores y opciones de complementos, estuviera a disposición de los trabajadores
A través de la experimentación, Timbuk2 encontró que era más eficaz tener células de trabajo de cinco empleados trabajando de principio afin cada orden del cliente. Como resultado cada célula, habría cinco bolsas en proceso, uno para cada trabajador. Cada empleado fue entrenado para llevar a cabo todas las tareas para producir una bolsa. El hecho de la expertiz de los operarios asombro a la gerencia por su velocidad y precisión en el corte y costura de las bolsas, mayormente dominado por mujeres asiáticas.

Timbuk2 implemento exitosamente “Lean Manufacturing” lo cual desemboco a nuevos retos para implementar nuevos procesos de la personalización de masa, esto incluía decisiones de que producto ofrecer, despacho, precio, una de las más importantes fue la decisión que tuvieron que hacer con respecto al que o cuantos productos ofrecer y ese producto cuantas características podían manejar, a lo cual la administración opto por la vía intuitiva. Timbuk2 estaba apta para poder producir baches de una bolsa de tres paneles, tricolor. Las bolsas podrían ser hechas en múltiples tamaños y colores y Timbuk2 estaba en capacidad para poder ofrecer varias opciones si el cliente lo pedía.

Los canales de distribución de Timbuk2 eran la línea doméstica, la venta por menor internacional que eran la tradicional de gran volumen, el surgimiento de un nuevo canal, el e-commerce que fue el más redituable de sus canales y otro canal que era reservado para clientes especiales con baja prioridad y pocas ganancias.

Una característica de Timbuk2, es que todas las órdenes eran producidas en la misma línea de produccion, no había diferencia para el trabajador ya que eran unidades estándares para los diferentes tipos de canales. El canal de e-commerce era despachado con alta prioridad dentro de los dos primeros días, el canal tradicional era despachado como segunda prioridad, y en los días en el canal de e-commerce estaba bajo podía ingresas a la línea de produccion las ordenes tradiciones y como resultado eran capaces de mantener operando muy cerca del 100% de la utilización de su equipo. Esto llevo a la administración a analizar en que los costos de fabricación entre los diferentes canales eran muy similares y que si podían tener una línea de produccion para cada canal podrían ahorrar hasta el 10% en mano de obra.

Ahora la preocupación de la administración recaía en qué hacer para poder abaratar sus costos y mantenerse en el mercado americano, fabricando dentro del mercado americano, por lo que el mercado Chino se convirtió en un suplidor potencial el cual debían analizar con el debido cuidado, los precios de los materiales eran los mismos ya que de China provenían todos sus materiales, por lo que en ese sentido no había ventaja, la mano de obra era una ventaja en el lejano oriente y lo próximo a analizar era el tiempo de entrega desde China, que por la distancia tardaba en llegar dentro de dos a tres meses cada despacho, y esto representaría mucho más inventario del que se había manejado al momento, por lo que manejar bienes terminados y stocks representaba un reto a la firma ya que necesitaban habilidades con los inventarios y los pronósticos de ventas.

Por último la gerencia analizo el estado de resultados para ver sus ingresos y se determinó que la demanda fluctuó durante todo el último año y que la combinación de ordenes por tipo de canal también cambio. Con lo cual surgió de nuevo otro reto, continuar con las operaciones en San Francisco, podría Timbuk2 continuar garantizando ordenes de distintos canales sin tener problemas con el flujo de trabajo?

Conclusiones

1. Timbuk2 era reconocida por ser de fabricación en USA, por lo que era de orgullo y de satisfacción para el cliente.

2. Timbuk2 logró incorporar a sus procesos productivos herramientas como Lean Manufacturing, en donde la calidad y la eficiencia son característicos, junto a la personalización de cada producto y poderlo realizar en masa, repercutió en inventarios en proceso bajos, set up relativamente a cero y su mayor habilidad en que los operarios podían realizar más de una sola operación, de hecho podían hacer todas las operaciones, lo que les da una ventaja a la hora de la colocación de diferentes órdenes de compra. Otra característica esencial que cada operario podía tener información de cada orden, ya que cada orden lleva diferente forma de fabricación y por lo tanto, diferentes materiales.

3. La constante búsqueda de eficientar los procesos productivos hizo que se lograra reducir en mano de obra, así como poder entregar a cualquier canal de distribución y en la mezcla que el cliente sugiriera su producto.

4. El canal más rentable fue el e-commerce, por lo que el enfoque fue a maximizar este canal.

5. El control de los inventarios se hizo evidente una vez tomaran la decisión de manejarlos en China, por lo que las habilidades en el manejo de inventario y el stock necesario, se vio reforzada. 6. Las ventajas que ofrece el oriente es grande ya que la localización en la cadena de suministro aventaja debido a que están muy cerca (clustes) y todos los materiales pueden ser despachados para ensamblarlos en alrededor de una hora, lo que significa una alta eficiencia en la produccion y un ahorro en consumo de energía y transporte.

7. Timbuk2 puede tercerizar sus operaciones a China para las líneas de producto estándar, en ciertos ciclos del año; para el canal corporativo y la personalización de las bolsas puede ocupar su planta de Producción de San Francisco pues de esta manera no pierde la característica que el CEO desea conservar.

8. O por otro lado, Timbuk2 puede considerar hacer una producción masiva en china de la armazón básica de la bolsa y los elementos de personalización para el cliente que se produzcan en San Francisco, de esta forma reduce costos operativos en su planta de producción local.

9. El crear bolsas personalizadas es una ventaja competitiva que debe conservar Timbuk2 pues crea un elemento de diferenciación atractivo para el cliente.

10. Todas las órdenes son producidas bajo la misma línea, es decir que como no hay diferentes formas de fabricación si la orden viene de un canal tradicional, e-commerce o corporativo, Timbuk2 tiene la ventaja de que puede tercerizar la producción de su producto.

11. Como la visión de la empresa es ampliar su volumen de ventas, la tercerización de la producción para China crea el escenario óptimo para poder cubrir una potencial demanda global para su línea de bolsas “no customizadas”

12. El tiempo es un factor clave de decisión respecto a tercerizar la producción, pues la empresa debe cumplir con tiempos de respuesta aceptables para entregar el producto, por lo que si se considera la opción de tercerización a China es necesario crear el escenario optimo en donde el tiempo de producción y tránsito sean considerados dentro de la logística de importación.

13. Actualmente en la planta de San Francisco podrían tener un sistema de control de inventarios Just in Time por la ventaja que la fábrica se encuentra localmente mientras que si terceriza la producción a China, el manejo de los inventarios debe llevar un control minucioso para no sobre saturar las bodegas de inventario o que al contrario, falte producto para despachar pedidos.

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...Project Management Case Studies: Ikea And Timbuk2 Project Management Case Studies: IKEA and Timbuk2 Table of Contents Case I: IKEA Design and Pricing 3 Case Summary: 3 Key Terms: 3 Case Questions 5 Conclusions 9 Case II: The Tao of Timbuk2 9 Case Summary: 9 Key Terms: 10 Questions: 11 Conclusions: 15 Bibliography 16 Case I: IKEA Design and Pricing Case Summary: IKEA is a Swedish retailer that dominates the home market in 32 countries and is currently expanding in the United States. The success of the company is providing low cost products that include function, modern design, environmental considerations and healthy manufacturing conditions. IKEA designs its products, manufacturing, and distribution systems with the target price in mind. IKEA’s processes and corporate mantras feel unique and cheerful. Both customers and employees count on the company to operate responsibly. IKEA makes customers feel like they are living well even though they aren’t paying for premium product. There is a great deal to learn from its operations and management. The company’s goals have been incorporated into the product design process that IKEA uses. Key Terms: • Triple bottom line – A business strategy that includes social, economic and environmental criteria. IKEA is an example of a company that judges itself by the triple bottom line. While it strives to do good business, it includes a business and operating model designed to minimize the...

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