Individual Assignment Two Essay

The popularity of S revealhwestern Universitys footb altogether game program under its tonic coach, Bo Pitterno, surged in each(prenominal) of the 5 courses since his arriver at the musical notehenville, Texas, college. With a footb every last(predicate) in all orbit close to maxing out at 54,000 set and a vocal coach egg on for a untested stadium, SWU president Joel Wisner approach some difficult stopping points. After a phenomenal upset victory oer its archrival, the University of Texas, at the homecoming game in the fall, Dr. Wisner was non as happy as one would think. Instead of ecstatic alumni, students, and faculty, all Wisner heard were complaints. The lines at the concession stands were besides long Parking was harder to find and farther away than in the old years (that is, before the team won regularly) seating werent comfortable Traffic was approve up halfway to Dallas and on and on. A college president just whoremongert win, muttered Wisner to himself. At his staff conflict the following Monday, Wisner turned to his VP of administration, Leslie Gardner. I like you would take c are of these football complaints, Leslie, he said. See what the real problems are and let me know how youve resolved them. Gardner wasnt impress at the request. Ive already got a clench on it, Joel, she replied. Weve been randomly analyse 50 fans per game for the past year to see whats on their minds. Its all part of my campus-wide TQM effort. Let me correspond things up and Ill get clog to you in a week. When she returned to her office, Gardner pulled out the file her promoteant had compiled (see the following table). thithers a lot of tuition here, she thought. Questions1. Using at to the lowest degree two disparate quality tools, learn the data and present your conclusions.2.How could the survey relieve oneself been to a greater extent useful?3.What is the next tempo?Fan Satisfaction Survey Results (N = 250)Rochester Manufacturing bow windo w (RMC) is considering sorrowful some of its production from traditionally numerically control utensils to a tensile machining sy obeisance (FMS). Its numerical control machines receive been operating in a richly variety, low volume interminusittent manner. instrument utilization, as near as it can be determine, is roughly 10%. The machine tool sales persons and a consulting sign of the zodiac want to put the machines together in a FMS. They believe that a $3,000,000.00 wasting disease on machinery and the transfer machines result distribute about 30% of RMCs ladder. in that respect willing, of course, be a transition and clams up cost in gain to this.The firm has not yet entered all its parts into a comprehensive congregation technology system, plainly believes that the 30% is a good estimate of products suitable for the FMS. This 30% should fit very nicely a family. A reduction, because of higher utilization, should take stupefy in the fare of pieces of machine ry. The firm should be able to go from 15 to about 4 machines, and personnel should go from 15 to perhaps as low as 3. Similarly, floor space reduction will go from 20,000 square feet to about 6,000. Throughput of determine should also improve with this family of parts be routineed in 1 to 2 days rather than 7 to 10 days. Inventory reduction is estimated to stand a one-time $750,000 savings and annual delve savings should be in the neighborhood of $300,000.00. Although the imageions all look very positive, an abridgment of the projects return on investing showed it to be between 10% and 15% per year. The comp whatsoever has traditionally had an expectation that projects should yield well over 15% and see payback periods of substantially less than 5 years. Questions1.As the production manager for RMC, what would u recommend? And why?2.Prepare a typesetters encase by a unprogressive plant manager for maintaining the status quo until the returns are more obvious3.Prepare th e case for an optimistic sales manager that you should move ahead with the FMS now.ACM is an electronics serving manufacturer that has been primed(p) in capital of Singapore since 1991, supplying maestro equipment manufacturers (OEMs) with quality components. In the past some(prenominal)(prenominal) years, ACM has experienced increasing pressure from some other(prenominal) manufacturers located in other countries. In Singapore, while labor system kind of inexpensive, there has been a relatively blotto increase in labor be. In addition, utility costs most notably water and energy costs experience led the firm to contemplate moving operations elsewhere in Asia in an attempt to make the firm more competitive. ACM remains profitable, but margins have shrunk, and focal point is interested in ensuring that the firm remains competitive in the medium term to long term against other component manufacturers.A team of senior focus has formed a citizens perpetration to rack up a decision regarding possible move. The committee has identified two extra locations as possible candidates for relocation Hong Kong (Peoples res publica of China PRC) and Kuching (Malaysia). Hong Kongs main attractions stem from the fact that since 1997, when its sovereignty was transferred back to the PRC, labor costs have decreased as vex to labor has increased. Hong Kong enjoys a hulky sea air and very good shipping understructure, and this is im user interfaceant in moving in natural materials and moving out consummate componentsto customers. Senior management believes that an increasing enumerate of OEMs will move to the PRC in the next several years, as has been the case in the past decade. This will further increase the attractiveness of locating the manufacturing preparation in Hong Kong.Kuching is located in the Malaysian province of Sarawak, on the island of Borneo. It is the fourth-largest city in Malaysia and home to a population of roughly 650,000. Sever al points make Kuching attractive to the relocation committee. First, locating here would give access to natural resources and other production inputs. Second, the transferee infrastructure is good, and the city hosts a rich sea port for moving raw materials in and finished good out. That said, the port is not as large or accessible as those of Hong Kong or Singapore, and several committee members have expressed botheration about the frequency of ship visits to Kuching. If the port does not receive regular go from container ships, transportation costs to ship components to OEMs will doubtlessly stable and inexpensive in Malaysia.The committee has contracted the government of Singapore to take out possible incentives to not relocate to another country. Singapore is maintaining a five-year license on taxes for ACM if the plant remains in Singapore. The government will also assist by partially subsidizing labor, water, and energy costs for five years. Committee members realize t hat the Singapore plant, which has been operating for years, has already been amortized, and opening a new plant would require additional capital costs. That said, opening a new factory would also provide an hazard to upgrade production equipment to more copious and energy-efficient alternatives. Questions1.What advantages and disadvantages does each potential location offer?2.What other relevant factors that are not mentioned in this case study capacity play a role in this decision?3.Why is transportation infrastructure so important in this decision?4.This is a long-term, strategic decision what factors tycoon change in the next 10 to 20 years? How will this enamor the decision?5.Which alternative would you recommend, under which wad? heat content Coupe, the manager of a metropolitan branch office of the state plane section of get vehicles, attempted to perform an analysis of the drivers license rehabilitation operations. Several steps were to be performed in the demonstra te. After examining the license renewal process, he identified the steps and associated times infallible to perform each step as shown in the following table.State railroad car License Renewals Process Times footprint1. Review renewal application for rightness2. Process and record payment3. summate file for violations and restrictions4. Conduct eye leaven5. Photograph applicant6. Issue makeshift licenseAverage Time to commit (seconds)153060402030Coupe establish that each step was assigned to a different person. Each application was a crystallise process in the sequence shown below. Coupe determined that his office should be prepared to adjudge the upper limit demand of processing cxx renewal applicants per hour.He observed that the work was unevenly divided among the works, and the clerk who was responsible for checkouting violations tended to shortcut her task to keep up with the other clerks. Long lines built up during the maximum demand periods. Coupe also found tha t the measuring sticks 1 to 4 were handled by general clerks who were each paid $12 per hour. Step 5 was performed by a photographer paid $16 per hour. (Branch offices were charged $10 per hour for each camera to perform photography.) Step 6, issuing passing licenses, was required by state form _or_ system of government to be handled by uniformed motor vehicle officers. Officers were paid $18 per hour, but could be assigned to any suppose except photography.A review of the jobs indicated that Step 1, reviewing the application for correctness, had to be performed before any other step could be taken. Similarly, Step 6, issuing temporary licenses, could not be performed until all the other steps were completed. Henry Coupe was under severe pressure to increase productivity and reduce costs, but he was also told by the regional conductor of the Department of Motor Vehicles that he had ruin accommodate the demand for renewals. Otherwise heads would roll. Questions1.What is the ma ximum number of applications per hour that can be handled by the present configuration of the process?2.How many applications can be svelte per hour if a second clerk is added to check for violations?3.If the second clerk could be added anywhere (and not necessarily to check for violations, as in (2)), what is the maximum number of application the process can handle? What is the new configuration?4.How would you suggest modifying the process in order to accommodate cxx applications per hour? What is the cost per application of this new configuration?