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Flexible Manufacturing Systems, 2007.
This paper evaluates the introduction of the flexible manufacturing system in the Ford company's Oakville plant.
775 words (approx. 3.1 pages), 5 sources, MLA, $ 27.95
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Abstract
The paper explains that flexible manufacturing systems (FMS) was formulated to cope with competition, calling for companies to adapt to the environment in which they operate and to be more flexible in their operations so as to satisfy different market segments. The paper focuses on Ford's Oakville plant and how Ford has implemented the FMS approach at this plant. The paper relates that projections suggest the company will save money with the FMS approach.
From the Paper
"As one website explains the issue, "the innovation of FMS became related to the effort of gaining competitive advantage" (Flexible Manufacturing Systems [FMS] para. 4). FMS is a manufacturing technology and is also described as a philosophy, adopting a new way of viewing manufacturing, requiring careful management to be successful."
"The element of flexibility can be defined as producing a reasonably priced product that has been customized and that is of high quality for delivery to customers. The FMS approach is related to the supply chain method and to just-in-time delivery. The technology involved is one major element of the system."
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Lean-Manufacturing in the Automobile Industry, 2002.
An in-depth study examining the transition in automobile manufacturing from a mass production approach to a lean manufacturing approach, due to the effects of globalization.
9,480 words (approx. 37.9 pages), 34 sources, APA, $ 194.95
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Abstract
The context of the problem investigated in this study is the contemporary automobile manufacturing approach where the competitive environment is increasingly global in character. Each automobile manufacturing operation in a single country is, in effect, in direct competition with counterpart operations in every other country wherever automobile manufacturing occurs. The problem is examined in the context of an automobile assembly plant of the TBC Company. The on-rush of economic globalization persuaded all American automobile manufacturers that a completely new approach to manufacturing was required in place of the hodge-podge of mass production and Japanese khan bhan techniques that had developed. The result of this conclusion was the development of lean manufacturing. The problem investigated in this study involves the transition in manufacturing from a mass production approach to a lean manufacturing approach. The main characteristics of the problem addressed are (1) materials management, (2) engineering changes, (3) machine, equipment and facility readiness, (4) labor flexibility, (5) outsourcing, and (6) cycle-time management.
Table of Contents:
Problem Context and Characteristics
Literature Review, Best Practices and Focal Organization Characteristics
Research Design
Gap Analysis
Conclusions and Recommendations
From the Paper
"The greater choice of suppliers in international markets makes it possible to reduce costs and improve the quality of procured materials. In relation to production, the generation of economies of scale can be realized either through (1) the concentration of all production activities or through (2) the construction of a number of plants according to the needs of specialization. Production in decentralized plants can facilitate the attainment of several objectives, including (1) lower costs, (2) learning curve economies, (3) the establishment of a company in foreign markets, (4) the introduction of new products, and (5) technical leadership (Gulati, 1995)."
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Lean Manufacturing, 2004.
This paper discusses the concept called lean manufacturing, a manufacturing process that uses less of every resource, including material, time, and energy.
1,345 words (approx. 5.4 pages), 10 sources, APA, $ 45.95
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Abstract
This paper explains that lean manufacturing is a paradigm shift requiring that the organization be structured around the customer pull-value. The author points out that, since the early 1980s, manufacturers have moved away from the conventional Fordist push system of mass assembly line production toward a system of lean production. The paper relates that lean manufacturing is a more capable system of production than Fordism because lean manufacturing stresses quality and a quick reaction to market circumstances, using technologically advanced tools and an adaptable organization of the production process.
From the Paper
"Implementation of lean manufacturing consumes lots of time and it makes use of the concepts of effective plant layout, workplace organization, standardized work, customer demand-based manufacturing, quick changeover, one-piece flow, cellular manufacturing, batch reduction, teams, visual controls, quality at the source, point-of-use storage. Lean manufacturing also employs the contemporary essentials and technologies of scrap cutback, process enhancement in machining and tool selection over and above material selection, setting time reduction, Just-In-Time, Kaizan, top-notch manufacturing, synchronous manufacturing, and inventory management."
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Manufacturing Sectors in Jamaica, Trinidad and Tobago, 2002.
An in-depth study which compares the manufacturing sector of Jamaica with the manufacturing sector in Trinidad and Tobago and why one is more successful than the other.
12,014 words (approx. 48.1 pages), 43 sources, MLA, $ 232.95
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Abstract
This paper compares, through the application of appropriate economic models, the development of the manufacturing sub-sector in Jamaica with the manufacturing sub-sector in Trinidad in order to identify those factors that have led to higher levels of growth in Trinidadian manufacturing than those prevailing in Jamaican manufacturing. The paper asks if the differences between Jamaica and Trinidad in the effectiveness of the transmission of export gains, have contributed to differences in the growth of the manufacturing sub-sector in the two countries. It also questions whether the differences between Jamaica and Trinidad, in relation to the development of internal obstacles emanating from governmental economic policy, have led to differences in the levels of foreign direct investment (FDI) in the two countries.
From the Paper
"Throughout the decade of the 1980s, Jamaica experienced economic growth. The nation?s mean growth rate for the decade was 2.2 percent, and the Jamaican economy recorded its highest growth rate, 4.1 percent, in 1990. Subsequently to 1990, Jamaican economy performed somewhat erratically through 1994 while maintaining growth. The economy was flat in 1995 and fell into recession in 1996, where it has since remained (World Bank, 1999). Gross domestic product (GDP) in Jamaica declined 0.7 percent in 1998 (Thomas, 1999). By the spring of 1999, Jamaica?s economy was described as being in a state of "shambles" after recording its third consecutive year of recession in 1998 (Gibbings, 1999, p. 1).
The Trinidadian economy, by contrast with that in Jamaica, was in recession throughout the 1980s, experiencing mean negative growth of 2.9 percent across the decade. Trinidad experienced two years of economic growth in 1990 and 1991 before falling back into recession in both 1992 and 1993. From 1994 through 1998, however, Trinidad recorded strong economic growth, although the rate of growth steadily declined from 3.8 percent in 1994 to 3.1 percent in 1998 (World Bank, 1999). By the spring of 1999, however, Trinidad?s economy was described as being in "rapid decline" (Gibbings, 1999, p. 1). GDP growth in the first quarter of 1999 slipped to two-percent (International Monetary Fund, 1999)."
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Lean Manufacturing, 2004.
An analysis of the implementation of lean manufacturing as a cost-effective and time-efficient method of manufacturing.
3,870 words (approx. 15.5 pages), 9 sources, MLA, $ 105.95
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Abstract
This paper investigates the implementation of lean manufacturing in a custom transducer manufacturing company. The paper explains that lean production emphasizes waste elimination. Lean manufacturing requires a disciplined form of production. Every component of the manufacturing process is analyzed repeatedly for flaws and defects.The paper claims that lean manufacturing is a difficult change to implement in an organization, and it takes great discipline from the management to the rank-and-file worker to obtain the positive results of this methodology.
From the Paper
"The age of customization in manufacturing has given way to mass production. While there were many benefits to mass production, there were some aspects of mass production that were less than desirable. One of the primary negative aspects of mass production was the inventory. Organizations had to maintain inventories in order to ensure continuous production. Inventory includes: raw materials, component parts, subassemblies, and finished goods, and the various products and supplies required in the production and distribution process. Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires large warehouses; many times, this is the first indication of bad decisions in the production and process stages."
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Design Concepts of Manufacturing Tooling, 2007.
A review of the design concepts of manual manufacturing tooling.
2,244 words (approx. 9.0 pages), 11 sources, MLA, $ 69.95
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Abstract
This paper presents a study that structures the research around the designs of manual production tooling or integrated tooling for tolerance holding during certain types/phases of assembly. The paper limits this research to no more than 5 robotic tools.
Outline:
Purpose of the Study
Introduction
Types of Tooling Identified
Flexible and Non-Flexible Robotic Assembly
CAD, CAM & CAPP Systems
Synthesis System - Conigen
Summary
From the Paper
"According to this work systems engineering over the last twenty years has "evolved to include the cost of automated machine tools as alternatives to labor and has developed several very different cost profiles; but the optimizations were still being performed at the simple part or discrete work element level. There was no large change in the process during the decade of the 1980s however, the hardware and software of today are stated to be "capable of simulating multiple, if not essentially unlimited, factory designs and equipment variations, giving the systems engineer the ability to affect both prior to a factory's construction." (Ibid) The work of Dr. David M. Anderson, P.E., CMC entitled: "Design for Manufacturability and Concurrent Engineering" states that it is very critical that "concurrent engineering of parts and tooling" are used for the purposes of minimizing "tooling complexity, cost, delivery lead-time" and in order to "maximize throughput, quality and flexibility."
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Flexible Budgeting, 2008.
This paper looks at financial terminology and discusses flexible budgeting within healthcare.
750 words (approx. 3.0 pages), 2 sources, APA, $ 26.95
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Abstract
The financial term 'flexible budget' was introduced to the writer during a discussion thread conversation regarding conflict of interest and healthcare financial objectives and goals. The purpose of this paper is to define flexible budgeting, and apply the concepts of flexible budgeting by analyzing various descriptive articles. The writer notes that flexible budgeting can be applied to any industry that provides a service or product. The writer concludes that cost management is becoming a responsibility that is held to an established level of accountability for mid-level managers and a flexible budget tool can be a useful resource in managing the costs associated with providing quality health care.
Outline:
Introduction
Flexible (Variable) Budget
Research Summary
Application of Flexible Budgeting
Conclusion
From the Paper
"The articles discussed the concepts and implementation of flexible budgeting in detail. A common concept that appeared in all articles is the departmental education and training and overall acceptance of the budget plan. The planning stages of the transition from a traditional budget to a flexible budget can often take a year or more. A committee is formed of specialized staff from all departments of the medical facility. The committee is developed to form the activity measures and cost variability relationships. Determining activity measures and applying cost variability measures is not a perfect science and may take time to discover actual relationships based on the trends of the medical facility. Departmental managers will play a crucial role in managing department budgets by monitoring trends by comparing actual numbers to historical numbers to establish a trend. A goal of the finance department is to create and practice a culture of open communication and development of the departmental managers In order for a flexible budgeting to succeed is acceptance of the program. The financial department must communicate to the departments that the system is not designed to cut budgets but to enhance the budget in times of resource need. Most hospitals are currently using a mixed budget of traditional budget factors such as fixed costs and a flexible budget when determining costs for staffing."
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Just-in-Time (JIT) Manufacturing, 2004.
Examines how the Japanese JIT process is applied to the automobile industry.
1,828 words (approx. 7.3 pages), 4 sources, MLA, $ 58.95
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Abstract
In our newly competitive global economy, manufacturers of all kinds have been forced to search for new opportunities that strategically reduce costs, yet still increase potential manufacturing revenues. The manufacturing of automobiles is just one such example of an industry adopting a new manufacturing process or philosophy in order to adjust to the global business environment, which has been fueled by the likes of foreign cheap labor, as well as all new emerging markets. The paper shows that, in the 1990s, reducing the labor force was the main corporate option, as layoffs, downsizing, and corporate re-structuring symbolized the approaches of companies attempting to produce quality outputs and cutting costs. Today, the manufacturing processes are working at bare-bones efficiency, so an all-new approach was required to meet the even higher quality demands of the consumers. Considering the likes of automobile manufacturers such as Ford Motor Company and General Motors, this paper shows that the automobile manufacturing industry began following the philosophies that were introduced by Toyota: Just-In-Time manufacturing. The philosophy of Just-In-Time inventory control was supposed to deliver new and far superior quality control methodologies, while at the same time creating much more efficient manufacturing processes. However, the Just-In-Time system or process approach has recently been referred to by many top executives as a management philosophy of doing business as opposed to being a technique for improving efficiency. This report, therefore, presents some insights into Just-In-Time manufacturing and also provides insight into some of the inherent difficulties associated with the Just-In-Time manufacturing process.
From the Paper
"The driving force of the Just-In-Time philosophy is the reduction of product defects. Manufacturers are well aware that with the internet and global television news, a single defect that is highly publicized could in affect destroy a producer's reputation. Thus, products today have the inherent need of being a completely defect-free which therefore entails that the manufacturing process of all components and parts must also be defect free."
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Evolution of Manufacturing, 2000.
An examination of the history and developments in the global manufacturing industry, focusing on the automation-based "agile manufacturing" technique.
2,025 words (approx. 8.1 pages), 5 sources, $ 71.95
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From the Paper
"Introduction
The term "agile manufacturing" has recently been coined in the manufacturing industry. While it lacks a clear or formal definition (Maskell, 1994, p. 39), it is does embody the spirit of the changes, which are taking place in the global manufacturing industry today. In order for an organization to compete effectively in the world markets of today, more is required than just an implementation of new manufacturing techniques or the latest in Enterprise Requirements Planning (ERP) software such as PeopleSoft, SAP, or Oracle. Instead, the company must change its basic business processes and operations such that products, quality and service become second to none. Therefore, "agile manufacturing" represents not simply a set of techniques; rather, it represents a total, perhaps radical, changes in the way the ..."
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"Synchronous Manufacturing" by Umble and Srikanth, 1991.
This paper is a chapter by chapter review of the textbook "Synchronous Manufacturing: Principles for World Class Excellence" by Dr. M. Michael Umble and Dr. M. L. Srikanth on manufacturing environment, cost systems and innovations including Just-In-Time
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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From the Paper
""Synchronous Manufacturing: Principles for World Class Excellence" by Dr. M. Michael Umble and Dr. M. L. Srikanth provides students with aids to understanding the dynamic manufacturing environment. This 262 page text reviews traditional approaches to manufacturing, including cost systems, and recent innovations, such as Just-In-Time. An index and bibliography help the reader find information within the book, and refer the reader to additional sources. Each chapter ends with a summary and a series of review questions to help the reader reap the maximum benefit from the information contained in the chapter. This research provides a review of the book in the form of chapter summaries.
The authors begin their text with the suggestion that the United States is losing ground in world manufacturing. "
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Acme Manufacturing Company, 2004.
This paper recommends strategies that should be taken by Acme Manufacturing Company, a drug manufacturing company.
850 words (approx. 3.4 pages), 3 sources, MLA, $ 30.95
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Abstract
This paper explains that full-time employees may become more difficult to find as unemployment drops; therefore, Acme needs to explore all avenues for labor access, such as outsourcing. The author points out that the company should develop retention plans to retain existing employees because turnover is very expensive due to retraining costs. The paper states that the FDA issued guidance to the industry on the use of new quality-testing technologies, which Acme should consider.
From the Paper
"The FDA?s new initiative will focus oversight only on the plants and processes that are more at risk for errors that affect patient safety as opposed to older practices of scrutinizing all production steps. The FDA is also seeking to minimize the number of production changes requiring advance approval and is planning to let companies submit interim manufacturing specifications for drugs. All these efforts open the door for the pharmaceutical industry to bring their manufacturing techniques in line with best-of-class operations in other industries. Given the tremendous numbers of recalls and rework and waste, there are ample opportunities for process improvement. For example, the FDA reported 354 prescription-drug recalls in 2002, almost double 1998 numbers. Five to ten percent of medicine that?s produced has to be reworked or discarded compared to 0.0001 percent in the semiconductor industry."
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Strategic Planning for Riordan Manufacturing, 2005.
A discussion of effective strategic planning for Riordan Manufacturing.
1,080 words (approx. 4.3 pages), 4 sources, APA, $ 37.95
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Abstract
This paper examines the issue of strategic planning for a company specializing in plastic injection molding and design, Riordan Manufacturing. The paper points out that strategic planning is the very essence of long-term survival for a business. Since publicly-owned corporations like Riordan Manufacturing have the primary goal of maximizing shareholder wealth, strategic planning centers on the long-term growth in a company's financial position. Also, Riordan Manufacturing must constantly keep abreast of local, state, federal, and international laws, since a simple legislative act could affect them in any number of ways. Another primary concern is that of competition. The paper also suggests that Riordan Manufacturing should construct much of its budget based upon its economic forecast. The paper concludes that Riordan Manufacturing seems well-poised to continue its growth in the plastic injection molding industry, and appears to adhere to sound financial planning strategies, leaving little doubt that its shareholders are being appropriately represented.
Outline:
Strategic Planning
Economic Forecast
Master Budgeting Process
Assumptions
Conclusion
From the Paper
"The formulation of any projected financial data must naturally include some assumptions. In the case of cash budgets, one important assumption of that of sales compared to collections from sales. Riordan quite clearly expects to collect revenue from sales during the month following the actual sale. For example, projected sales for July total $5,350,200 whereas projected collections from those sales are expected to be received in August under the cash budget.
"Another assumption appears evident in interest income. Given that collections from sales occurs up to a month--and possibly later--after the actual sale, Riordan has anticipated the interest income to be a fairly steady amount; as the figure does not change at any point throughout the fiscal year."
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Riordan Manufacturing: Benchmarking, 2008.
This paper is a team project, which applies benchmarking to the human resource problem at Riordan Manufacturing.
6,530 words (approx. 26.1 pages), 18 sources, APA, $ 150.95
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Abstract
This paper explains that in the case of Riordan Manufacturing, a global Fortune 1000 plastics producer employing 550 people, there are three groups of employees having radically different perspectives on rewards and motivation, valuing everything from interesting work to bigger paychecks. The team analyzes organizational leadership at Best Buy, the Federal Bureau of Investigation, J.D. Irving Ltd and Baptist Health Care. The paper deduces, from this benchmarking, that upper management must focus less on themselves individually and more on what is best for their employees. The team questions the value of "Six Sigma" as a methodology versus simply getting the best people in the company together with a top priority to solve major problems. The paper expresses that Riordan Manufacturing's compensation plan appears to be somewhat lacking in areas of pay structure and the reward system as compared to General Electric, the Gallup Corporation and Motorola.
Table of Contents:
Situation Background
Problem Definition
Benchmarking Solutions
Organizational Leadership
Best Buy
FBI
J.D. Irving Ltd
Baptist Health Care
Motivation and Performance
Six Sigma
Morale, Just Compensation, Direction, Job Satisfaction
The Good News
Employee Satisfaction
Financial Strength
Corporate Strategy and Goals
Getting Back the Spirit
ERP as a Strategic Enterprise Initiative Challenge
Environmentally Friendly Products
ERP Implementation
Six Sigma versus Just Getting Good People Together
Let My People Go Surfing
Compensation and Pay Structure
General Electric
Gallup Corporation
Motorola
Employee Rewards
Performance Evaluation
Job Descriptions
Salary Administration
Employee Benefits
Flexible Spending Accounts
Flight Centre, Ltd.
Conclusion
From the Paper
"Riordan Manufacturing has a motivation problem. Even though Riordan is profitable and ostensibly well run by looking at the general satisfaction indicators, employees are displeased and demoralized regarding a few key areas of corporate direction and employee compensation and reward systems. This has created a minor crisis for the company. However, the fundamentals of the business remain strong, and this situation should not be blown out of proportion. In fact, that seems to be part of the problem. Whatever problems Riordan is suffering from seem to be magnified under a lens of distortion."
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Flexible Working Hours, 2006.
A research proposal regarding flexible working hours (FWH).
4,448 words (approx. 17.8 pages), 19 sources, MLA, $ 116.95
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Abstract
This research proposal aims to examine the following hypothesis: When employers encourage and empower employees to utilize flexible work hours, while simultaneously affording opportunities for employees to progress within the company, employees, as well as employers, most likely gain a predisposition to profit - literally and figuratively.
Table of Contents:
Abstract
II. Work - Work - Work
The Need for Flexible Working Hours
1.1 Aims and Objectives
Proposed Questions
1.2 Scope
1.3 Rationale
1.4 Background
II. Literature Review
A time to . . .
Sex Factors in/of FWHs
Flexible Work Options Questionnaire
Attitudes Regarding FWHs
FWHs in Politics
Value of a Worker
To Retain Qualified People
Steps to a Flexible Working Life
III. Methodology
The "Right" Kind of Atmosphere
3.1 Approach
3.2 Data Gathering Method
3.3 Validity of Data
3.4 Originality & Limitations of Data
3.5 Summary
Caring Is Key
From the Paper
"The primary barrier that may prevent employees from using FWOs to their best advantage is financial as FWOs may entail reduced hours and subsequent income reduction. Variations that do not include financial penalties, however, may include parental leave; flex; educational pursuits; training; career's leave; telecommuting; etc. Employees, nevertheless, may hesitate to utilize these options if they think doing so will net unfavorable considerations. Lack of support from supervisors, and/or negative judgments or perceptions regarding an employee's work commitment may prevent them from utilizing FWHs."
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Riordan Manufacturing, 2007.
An analysis of ways that Riordan Manufacturing can improve its information technology budget.
1,141 words (approx. 4.6 pages), 2 sources, MLA, $ 39.95
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Abstract
This paper discusses the information technology (IT) budget for Riordan Manufacturing. It discusses what strategies can be used for off-setting the company's increase in IT spending and then describes ways that it can make its budget more realistic. The paper suggests that the IT budget at Riordan Manufacturing is very unbalanced and in need of a major re-negotiation of software licensing and maintenance. The paper also suggests that Riordan Manufacturing must re-evaluate its assumptions regarding employee-related expenses.
Table of Contents:
Strategies for Offsetting Increased IT Spending
Making the Budget More Realistic
Summary
From the Paper
"Riordan Manufacturing has a budget that is very unbalanced and in need of major re-negotiation of software licensing, maintenance, and must re-evaluate their assumptions regarding employee-related expenses. Riordan needs to investigate the cost reductions possible in licensing using SaaS as an alternative integration and application platform. Ironically the escalating software licenses could be used to drastically reduce the total IT budget through the use of SaaS-based applications, integrated across a common platform. For Riordan the future must include the ability to gain greater negotiating leverage with their software providers and regain control of the largest IT expense categories. As the IT staff will be asked to make major changes to the processes by which they use to do their jobs, Salaries and wages, benefits, and bonuses should not be touched as enough change is on the way for them without modifying these expenses."
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