Stonehaven Case Analysis

Stonehaven, Inc. Case Analysis March 19, 2013 Part A For this piece of the examination, consider every division in the Gdansk plant in detachment. Accept that the remainder of the creation framework has no effect on the division you are thinking about. Expect that material dealing with times are immaterial and overlook fluctuation in handling times. 1. For the normal 100-pair bunch, what is the day by day limit and assembling lead time inside every one of the accompanying offices? a. Cutting 8 hrs/day x 60 min/hr = 480 min/day Machine 1 = (0. 05 x 4)(100) + (5. 25 x 4) = 41 min/clump Machine 2 = (0. 5 x 4)(100) + (5. 00 x 4) = 40 min/clump Machine 3 = (0. 04 x 4)(100) + (4. 00 x 4) = 32 min/group Manufacturing Lead Time (MLT) = Since the machines work all the while, the MLT is 41 min/clump. Limit = 480 min/day ? 41 min/cluster = 11. 7 groups/day x 100 sets/clump = 1170 sets/day b. Sewing 8 hrs/day x 60 min/hr = 480 min/day Group 1 = (100/4) x 5. 0 = 125 min/bunch Group 2 = (100/3) x 3. 0 = 100 min/cluster Group 3 = (100/2) x 2. 5 = 125 min/cluster Manufacturing Lead Time (MLT) = Because the parts can’t move to the following gathering until the past gathering is done, the MLT is 5. min + 3. 0 min + 125 min = 133 min/group. Limit = 480 min/day ? 125 min/group = 3. 84 clusters/day x 100 sets/clump = 384 sets/day c. Enduring 8 hrs/day x 60 min/hr = 480 min/day Station 1 = 100 x 0. 7 = 70 min/cluster Station 2 = 100 x 0. 6 = 60 min/group Station 3 = 100 x 1. 0 = 100 min/group Station 4 = 100 x 0. 9 = 90 min/bunch Station 5 = 100 x 0. 3 = 30 min/clump Manufacturing Lead Time (MLT) = Because the segments can’t move to the following gathering until the past gathering is done, the MLT is 0. 7 min + 0. 6 min + 1. 0 min + 0. min + 30 min = 33. 2 min/clump. Limit = 480 min/day ? 100 min/group = 4. 8 clumps/day x 100 sets/bunch = 480 sets/day Assumptions: My figurings depend on the supposition that the stamp time in the cutting procedure is per part. In this m anner, the time given is the time it takes to stamp 1 of the 4 parts on one machine. Another presumption I have made is the laborers playing out the sewing are generally similarly paced. It takes every laborer precisely the same measure of time to play out their obligations and pass the item along to the following gathering. 2.If the bunch size were diminished to 10 sets, what might be the every day limit and MLT inside every one of the accompanying divisions? a. Cutting; b. Sewing; c. Enduring d. Cutting 8 hrs/day x 60 min/hr = 480 min/day Machine 1 = (0. 05 x 4)(10) + (5. 25 x 4) = 23 min/clump Machine 2 = (0. 05 x 4)(10) + (5. 00 x 4) = 22 min/cluster Machine 3 = (0. 04 x 4)(10) + (4. 00 x 4) = 17. 6 min/cluster Manufacturing Lead Time (MLT) = Since the machines work at the same time, the MLT is 23 min/clump. Limit = 480 min/day ? 23 min/bunch = 20. 9 clumps/day x 10 sets/group = 209 sets/day . Sewing 8 hrs/day x 60 min/hr = 480 min/day Group 1 = (10/4) x 5. 0 = 12. 5 min/bunch G roup 2 = (10/3) x 3. 0 = 10. 0 min/cluster Group 3 = (10/2) x 2. 5 = 12. 5 min/cluster Manufacturing Lead Time (MLT) = Because the segments can’t move to the following gathering until the past gathering is done, the MLT is 5. 0 min + 3. 0 min + 12. 5 min = 20. 5 min/group. Limit = 480 min/day ? 12. 5 min/bunch = 38. 4 clumps/day x 10 sets/cluster = 384 sets/day f. Enduring 8 hrs/day x 60 min/hr = 480 min/day Station 1 = 10 x 0. 7 = 7 min/cluster Station 2 = 10 x 0. 6 = 6 min/batchStation 3 = 10 x 1. 0 = 10 min/bunch Station 4 = 10 x 0. 9 = 9 min/bunch Station 5 = 10 x 0. 3 = 3 min/cluster Manufacturing Lead Time (MLT) = Because the parts can’t move to the following gathering until the past gathering is done, the MLT is 0. 7 min + 0. 6 min + 1. 0 min + 0. 9 min + 3 min = 6. 2 min/cluster. Limit = 480 min/day ? 10 min/clump = 48 clusters/day x 10 sets/group = 480 sets/day Assumptions: (Same as question 1 since all we changed was the bunch amount. ) My figurings depend on the supposition that the stamp time in the cutting procedure is per component.Therefore, the time given is the time it takes to stamp 1 of the 4 parts on one machine. Another presumption I have made is the laborers playing out the sewing are for the most part similarly paced. It takes every laborer precisely the same measure of time to play out their obligations and pass the item along to the following gathering. Part B Now think about the manufacturing plant as a framework, and consider associations between the divisions. 3. Accepting creation is done in 100-pair bunches, what is the factory’s every day limit? Cutting 41 min/bunch Stitching 133 min/batchLasting 33. 2 min/bunch Capacity of the Factory = 480 min/day ? 133 min/clump = 3. 6 groups/day 4. What is the all out MLT for a 100-pair group? MLT Cutting= 41 min/bunch Kitting= 10 min/cluster Stitching= 133 min/clump Steaming= 6 hrs x 60 min = 360 min/group Lasting= 33. 2 min/cluster TOTAL MLT= 577. 2 min/clump Part C 5. How might you approach choosing the suitable bunch size for the Stonehaven production line? What variables would you consider? How would they interrelate? (You may wish to do a few counts, yet focus on intuition thoughtfully. 6. Concentrate just on your most noteworthy needs for improving the creation procedure at Stonehaven’s Gdansk industrial facility (be explicit). Clarify why they are significant. What activities do you suggest? How might you actualize your proposals? What do you anticipate will be the results? The most significant factor a creation supervisor must consider while deciding the proper creation level of a decent is the effectiveness of the procedure. A director must figure out what level of creation uses the accessible assets to the furthest reaches possible.Each venture of a procedure will consistently be limited by different strides of the procedure just as the accessible crude materials. As a creation director for Stonehaven, I would initially break down the individual strides of the procedure to make every individual advance as proficient as could be expected under the circumstances. At that point, I would hope to perceive how each progression influences the others. It looks just as the sewing and enduring procedures produce a similar measure of shoes paying little heed to the size of the group. Because of this reality, it appears as if the cutting procedure is the place the board ought to concentrate on and progressing in the direction of aligning this progression with the others.The cutting procedure can create essentially more item than what the other two procedures can deal with. This causes me to accept that we could use only two of the three machines. One could be dedicated legitimately to one side shoe slices and the other to the correct shoe cuts. This would help with down time as well as cut the cost of running a third machine. The third machine could be sold or kept close by as a reinforcement. There at present is no back up. On the off chance that one of the machines falls flat, the whole procedure is held up and zero shoes are being produced.This would make a lack of shoes on the rack for clients to purchase and improve the probability that the client will purchase from another person. On the off chance that there was a back up machine, there might be a little postponement all the while however essentially shorter timeframe while the reinforcement is getting fully operational. The sewing procedure could be enhanced also. It appears as if we could add another representative to Group 1 and decline the measure of time it takes to process each cluster to a similar measure of time it takes Group 2 to process a batch.This would successfully take out the personal time Group 2 as of now encounters when hanging tight for item from Group 1. Another representative could be added to Group 3 to create similar outcomes. This would viably diminish the measure of time the whole cluster gets moved onto the followi ng stage all the while. The main part of the enduring procedure that I see could be enhanced is the circulation of obligations. Huge hold up time could be dispensed with at this phase simultaneously on the off chance that one representative took on more obligations that would level out the measure of time at each station.Or, extra workers could be utilized to isolate the obligations the workers are as of now performing. In any case, each station would be standing by less an ideal opportunity to get the item and along these lines perhaps expanding the measure of creation for the whole office. Since we have examined each progression exclusively, we should now take a gander at the whole procedure all in all. Sewing is the progression of the procedure that sets aside the most measure of effort to perform. The key is to locate the best bunch size that supplements different procedures in regard to this step.The littler the group in the sewing procedure, the snappier the item is gone throu gh the procedure to the subsequent stage. The chief must decide the proper bunch size so that there is insignificant hold up time between the sewing and enduring procedures. Some different approaches to improve this procedure is to arrange it so that the procedure runs easily without huge hold up times. There isn’t truly anything the representatives in different stations could be never helping to an incentive to the procedure while they are looking out for additional items to produce.So, the most significant objective of the administrator is to make sense of a route for the whole procedure to run smoothly. When this is accomplished, stock between the stations would be diminished to zero. The procedure would be so entirely planned that the item would show up at its goal at the specific time it is required. This is the perfect objective of a creation supervisor. The less inventories being held, the less money is being held up on the rack and the more is being conveyed the entry way. The most significant part of this procedure to the creation chief is ensuring the procedure is arranged in the most effective way.This explicit procedure ought to be changed to align the cutting procedure with the remainder of the means. Be that as it may, if the administrator had the assets to essentially build representatives in the sewing and enduring territories, these could be aligned back with the cutting and Stonehaven could create significa