Leading At The Edge 2nd Edition PERKINS, DENNIS N.T., HOLTMAN, MARGARET P., Murphy, Jillian B. - Solutions

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12.5 If only a single measure of MRPII performance is to be circulated to management regularly, which should it be and why?
12.4 Produce a list of the possible disadvantages of making modifications to the purchased MRPII software.
12.3 Why is education such an important part of any of the projects we are discussing? What are the advantages of the Cascade method of providing project education? What are the potential disadvantages?
12.2 Why do you think that an MRPII project becomes more difficult if it extends beyond 24 months? List as many reasons as possible.
12.1 Prepare a cost-benefit case for an MRPII or JIT project for the following company which has not been subject to a formal improvement programme during its 50 year history. It is a Make to Stock manufacturer of small domestic appliances. Make reasonable assumptions where necessary.Annual sales
11.11 With respect to your job, identify your internal customers and suppliers. Prepare a draft description of the services which the two most important customers are likely to require from you. What parameters could you measure to quantify your success in providing the required services? How many
11.10 List all the data items in an MRPII system which may require updating to reflect improvements arising from a JIT programme.
11.9 Write a summary of all the improvements which could contribute to a broad-ranging JIT programme. What are the disadvantages and risks of such a programme?
11.8 What arguments might you use to justify:• adding a new product to the sales range?• deleting a product from the range?Consider a high technology product, product A, which sells lOOO items per year at £lOO per item, with the following cost and margin structure:£100 Selling price
11.7 What are the advantages of Kanban? List also the disadvantages.Why is Kanban unlikely to be appropriate as the main production control mechanism for an engineering job shop making largely one-off items?
11.6 Prepare a list of the advantages of manufacturing cells over more traditional functional organisations for production. List also the disadvantages.In what circumstances are cells most likely to be advantageous?Can you identify any opportunity for the introduction of cells into a business with
11.5 List all the reasons why a change-over reduction exercise is often a first step in a JIT programme. Which reason do you consider to be the most important?Draw up a proposal and justification for a change-over reduction exercise on a piece of equipment with which you are familiar. Outline the
11.4 Readers who fmd it difficult to accept that significant reductions in change-over times can, in most companies, be made cheaply and easily should find this exercise interesting.Make estimates of the following times and costs:1 You are driving home from work and suffer a puncture. You are
11.3 List all the objections that are likely to be raised against a project to halve the change-over times on high speed soft drink bottling equipment.Consider and write down possible ways of overcoming each of the objections.
11.2 Attempt to identify the two biggest 'rocks' preventing the reduction of stock in a business you know well, or if you do not have a direct connection with a particular manufacturing business, make an informed guess about the two largest rocks in un-reformed businesses in Europe and the USA.
11.1 List all those features of the control system and operations of a traditional western company, which would mean that the adoption of JIT deliveries of raw materials, components and sub-assemblies would be a high risk option.
10.4 Re-read Section 10.4 carefully and list the key differences between the logic of MRPII and the logic of OPT.
10.3 Make a list of all the OPT principles which you can glean by rereading sections 10.1-10.3. If you are in a position to do so, identify all those which are followed in your work environment (or in a company you know well), and also those which although apparently common sense are not.
10.2 In a dog food processing and packing facility, raw materials are brought in at a rate equivalent to 1.5 tonnes of output per day, but packing works only at the rate required to meet sales of 1 tonne per day. On the first of the month, total work in progress was equivalent to 5 tonnes of
10.1 A manufacturing cell dedicated to making a high performance fastener for the motor industry consists of three work centres. The first is cold forging with a single forge. The second consists of six identical milling machines and the third is a single pan polisher. The cell operates
9.9 A number of different steroidal creams and ointments, formulated in various pans according to product type, are all filled into 50 g tubes on a semi-automatic filling and packing line. All batches are of equal size.The products are expensive, each batch costs £50000, but have been very
9.8 Compile two lists, one of reasons why queues of work awaiting each work centre are a good idea, and one of reasons why queues are detrimental to effective performance.
9.7 (a) The three parts of the figure shown here are identical. Each shows the planned schedule for an order for which operation 1 is currently just starting. The diagrams show the time required to complete operation 1, and the planned queue, set-up and run times for the remaining two operations.
9.6 List the advantages of using planning boards to assist in creating short term schedules. Which disadvantages of simple manual planning boards can be overcome by the electronic equivalent linked to the planning data base?
9.5 You are the supervisor of a single blending and milling facility which is making injection moulding powders by blending base polymers with antioxidants and pigments. Your Work-To List (see below) shows four operations. Each order will take two days to process and cleaning time between different
9.4 Consider the following three manufacturing orders for cartons of pet food biscuits:Order no Product code Description Quantity Due-date MOl M02 M03 P20 P21 P22 Cat food - beef flavour Cat food - chicken flavour Cat food - salmon flavour 10000 190 5000 187 4000 185 Dates are day numbers on the
9.3 Calibration of productivity factor.Over the past five weeks work centre 01 has achieved production which at standard rates should have taken 125 standard hours.Normal working is eight hours per day for five days per week. Over the five weeks a total of ten hours overtime was worked, there was
9.2 The standard times for producing a manufacturing order for 4000 kg of piano wire, W2, on multipurpose equipment shared with many other products are:Completion of plating is required by day 115 of the shop calendar.Average queuing allowances and productivity factors are:The plant works for a
9.1 (a) How much time (in standard hours) will be required on fmal draw machine FD07 and on heavy draw machine HDOI to produce an order for 2000 kg of paper clip wire WI. Use the data in Table 9.1, page 128. All equipment was previously producing a different product.(b) If both work centres have
8.4 Re-read this chapter and list eight points relating to improving the accuracy of sales forecasting. How many of them are in use in your'company or in one which you know well?
8.3 The situations for the Hirsuto pack in the Norwegian and Finnish depots are shown below. Project the stocks forward in each case and determine when shipments must be dispatched from Sweden. Remember the convention that when a receipt is shown in a period it is intended to be available from the
8.2 A new toothpaste, Tl, sold in a 150 g tube with a novel cap fitting, was launched very successfully. After the first 12 months the ex-manufacturer sales by month were as follows:Month Sales (ex-manufacturer) in tubes ODDs 9000 2 11000 3 10000 4 14000 5 13000 6 22000 7 21000 8 31000 9 29000 10
8.1 During trials of a potential anti-cancer treatment, a pharmaceutical product, which was safe but ineffective, was found to have the side effect of promoting hair growth in balding men. Approval has been obtained to launch it as a hair restorer under the name Hirsuto. There have been no
7.3 Chopit, a successful domestic food processor, incorporating chopping, slicing, mixing and liquidising facilities, is sold in the UK, France (FR), Austria (AU), Switzerland (SZ), Pakistan (PK) and Thailand (TL).Monthly sales to individual markets are erratic but the total unit sales by market
7.2 Managers wish to see a report of total sales forecast, actual sales, and actual production for the Superlem family expressed in litres of drink content. The planner proposes to use the family bill facility on the MRP system to aggregate the data. The family bill is agreed as follows:FAM03 Code
7.1 A health care company manufactures and packs toothpaste. The paste is manufactured and then stored in intermediate bulk containers(IBes). In order to carry out a manufacturing order for packing, the paste is pumped from the IBCs to the filling machine, which fills, seals and then cartons the
6.2 All materials or components received from suppliers are routinely tested. Five working days are allowed for this, the Purchasing Group arranges for deliveries to be at least five days before items are required for production so that clearance can be received before use.During the period before
6.1 The paper clip bending facility represented in Fig. 6.3 on page 88, produces one million clips per week in a variety of sizes. Each week sufficient wire for one million clips is received from the supplier and passed to the first manufacturing stage. These particular lots of wire emerge as
5.4 (a) The requirement for the disinfectant in Exercise 5.3 remains at 2000000 packs per year, but other products sharing the line grow, so that some of the other products have to be packed at a contractor, which costs£50 per hour more than packing in house. How would this change the estimated
5.3 A household disinfectant with annual sales of 2000000 1 litre packs is produced on a shared automated filling line which for set-up requires four operator hours for cleaning and six fitter hours. The cost of one pack is£0.5. The fitters and operators have plenty of other work to do but the
5.2 Plan the order receipts for the following item working on a lot for lot order policy and maintaining a safety stock of five:Opening stock Safety stock Week Total requirements Projected stock 7 Order receipts 75 18 Order policy: Lot for lot 2 3 4 5 6 0 4 11 6 5 7 8 9 10 7 2 9 10
5.1 (a) Given the following information about a general purpose hydraulic valve, which is a purchased item for a fork lift truck manufacturer, project the stock forward and determine what purchase orders are needed.Opening stock Safety stock Week Total requirements Projected stock 2 1 Order
4.2 The bill of materials for Argento, the liquid silver polish, 100 ml pack is:Code Description MI9 Argento polish bulk C09 Bottle 100 ml printed C21 Cap - child resistant C29 Carton - printed C32 Outer Quantity per Units 0.1 L 0.1 Each Each Each Each(a) Calculate the requirements for an order to
4.1 An order for 10000 items is due on Friday 28 February. The lead time is 20 working days and the planner is allowed two days to prepare the paperwork and open the order. The company works a five day week.Calculate the ready for release date and the planned start date for this order.
3.7 The following is part of the MPS for a drink pack, shown in a 'time runs vertically' format:Safety stock 100 Order quantity 250 Opening stock 225 Requirement Qty Date Mfg order Qty Stock receipts balance 31112 225 Sales forecast 100 111 125 7/1 MOl 23 250 375 P9 customer order 150 9/1 225 27/1
3.6 This exercise also refers to the MPS shown in the table in Exercise 3.5.A request is received to supply eight in period 2 from a regular customer whose requirements were taken into account when making the forecast.Can and should the order be accepted? If it is accepted, what changes should be
3.5 Which exception message would you expect from the situation shown in the table on page 63, which is based on Fig. 3.8? The projected stock in period 7 is now negative. Does this mean that the MPS is unrealistic?What are the implications of the negative value?MXO 1 Mixed fruit drink 500 ml
3.4 List the costs which may result from a change in the production schedule and some of the costs which may arise from not making the change.
3.3 A group of multipurpose packing lines packs a large number of different but broadly similar products. Experience has shown that the total number of packs produced is a reliable measure of work load. A summary of actual production achieved in the past six months and the plans for the next six
3.2 A work station, manned by a single operator winds and assembles low voltage transformers. All products are made to order with a lead time of one week. The promise date given to the customer is to the week, irrespective of whether the order is planned to be completed on a Monday or a Friday.The
3.1 (a) The sales forecast for the grapefruit drink 500 ml pack has just been revised. The manufacturing orders and other details in the MPS are as overleaf. Complete the table to show the output you would expect from an MPS run. What messages would you expect and what judgemental decision would
2.5 Although MRP is an effective way of calculating the materials requirements needed to meet a particular sales forecast or set of sales orders, it does not prove to be an effective way of controlling a manufacturing business. List the reasons why.
2.4 Magnetics PLC assembles a range of micro-computers for process control and data logging. Magnetics' preferred policy is to buy all components and only carry out assembly in house, but when the range was first developed, hard disk drives with suitable high capacity and sufficiently rugged to
2.3 LEM03 is a 3 litre plastic container of Superlem drink which is part of the range of soft drinks discussed in Chapter 2. This is a newly launched pack and because of the uncertainty of demand, it has been agreed that a safety stock of 50 packs will be held. Given the information in the table
2.2 In a soft drinks manufacturing business, average usage of a general purpose 500 ml bottle is l.2 million per year. A safety stock of 50000 bottles is held. Stocks are reviewed and replenishment orders placed every 4 weeks. The delivery lead time is 2 weeks. You are carrying out the review and
2.1 The 15 mm high tensile bolt, Bl is used in small quantities in almost every product made in the factory. It is controlled by Order Point. The purchasing lead time is 4 weeks and the total usage in the past 12 months was 104000 bolts. It is ordered in 20000 lots, but nothing is currently on
1.4 (a) List all the factors which contribute to the cost of holding stocks.Some will be directly related to the value of the stock, others may be a fixed cost per year. For a business with which you are familiar, make estimates of the total cost of holding stock, expressed as a per cent per annum
1.3 A company manufactures brass valves (stopcocks) for both domestic and industrial use. The valves are offered in a range of sizes, all of which are manufactured in house. The first operation is to cast the brass bodies in the foundry. The second operation is to cut threads on the inlet and
1.2 List the advantages of operating a Make to Stock rather than a Make to Order business.
1.1 List the items you would expect to be covered in a statement of manufacturing strategy.
What are the breakthroughs that would need to occur for you and your organization to reach The Edge? Have you demonstrated tenacious creativity in making them happen?What other moves would enable your expedition to reach its full potential?
Do you have a systematic process for identifying problems and finding solutions? Do you involve all members of the team—including your “troublemakers”—in a search for creative solutions?
What are your typical reactions when things go wrong? What is your tolerance level for potentially frustrating events?
How would you characterize your core beliefs about problems and obstacles? Do they always come as unpleasant surprises, or do you expect them to occur?
Is there a risk you might take to improve your own effectiveness as a leader? Use the Risk Assessment Matrix again, writing out the best- and worst-case outcomes, to analyze this opportunity.
If you are anticipating taking a significant risk, have you developed a plan for communicating this risk to others? Have you made a compelling, logical case that will facilitate understanding and commitment?
Is your assessment of the risks involved consistent with the views of others on your team?
Think about a risk you might take to improve the effectiveness or profitability of your organization. Using the Risk Assessment Matrix (see Figure 9-1), list the best- and worst-case outcomes you anticipate. What does this analysis tell you about whether or not to take the risk?
Can you laugh at yourself?
When things go wrong, do you use humor to defuse tension?
Do people joke with others in healthy, constructive ways?
Do those you manage feel free to be themselves and to find humor in work situations? If not, what can be done to promote a relaxed atmosphere?
How would you characterize the culture of your organization:grim and serious, or playful and spontaneous?
Do you look for opportunities to celebrate the “small wins” as they occur?
Do you celebrate the major successes and achievements of your team?
Are you, or others, engaged in any nonproductive power struggles? Is there anyone who is your “McNeish in the snow”?If so, how can you move your expedition forward without compromising your authority and position of leadership?
What is your characteristic style of dealing with troublemakers, skeptics, and malcontents? Do you engage them or push them away? Is there a dissident you could “pull into your tent” and engage productively?
How many Mooses are there in your organization? Are there taboo topics that affect performance but are never discussed?Consider a Moose Round-Up, or some other proactive way of initiating a discussion about these off-limits topics.
What changes can you make that will allow anger to be dealt with productively and in small doses?
What are the norms about conflict in your organization? What is the level of openness? Do team members share their opinions openly and deal with problems directly, or do they raise conflict in oblique, indirect, or passive-aggressive ways?
Does the culture of the team reinforce courtesy and mutual respect? Are there explicit or implicit “rules of the road” that create expectations about the way team members will deal with one another?
When was the last time you made a personal sacrifice for the benefit of the team? Have you ever done the equivalent of“serving tea and milk”?
Have you ever spent some time doing a team member’s task?Make a plan to spend time this month actually doing some task assigned to the team. This hands-on experience can have multiple benefits. First, it will show that you are willing and able to perform the same duties as others. Second, you
If you asked members of your team to assess your leadership, would they see you more as a Shackleton or more like a Scott?Would they describe you as “above the action,” “looking on,” or“in the trenches” with them? Are there physical or psychological barriers that separate you from your
How, specifically, are resources divided among members of your team? Are there ways the team can share resources or deploy some to others with greater need? Does the process for distributing resources support perceptions of equity and fairness? Consider making this a topic of an agenda item for a
When you look at the structure of your team and organization, what are the special distinctions that create differences in class or status? Are there policies or procedures that create fragmentation? If so, are they really necessary? How can these differences and special privileges be minimized or
Are there factions, or individuals, within your team that are now isolated or scapegoated? If so, what can you do to bring them into the group so they can be fully engaged?
How do you assess your ability to deal effectively with individual performance problems? Are there issues you should be dealing with, but are avoiding?
Is there anything more you might be doing to keep everyone engaged and thinking about solutions?
Are there occasions for open discussion of options and decisions—and of potential consequences of different courses of action?
Do all members have a clear picture of the challenges faced by the team as a whole, and a sense of personal responsibility for the team’s success?
Are there occasions when the team is able to come together for face-to-face discussion and contact?
How would you assess the quality of communication among team members?
What do you do to stay in touch with the members of your team? Could you be doing more?
What else can you do to promote identification with the team?
Are your team values explicit and understood by all? Are they used in making decisions?
What have you done to promote a sense of shared identity for your team?
Reflect on a time when you have made a significant mistake or faced a disappointment. Did you let your feelings of guilt or frustration distract you? If so, what changes did you make to get yourself back on track? Do you need to alter the way you characteristically react to mistakes—especially
Assess your emotional well-being and stress resistance. Whom do you turn to when you need to vent? Identify a person, a process, or an activity that will alleviate stress and reenergize you.
Think about a current challenge, change, or “summit” that you are facing. What, specifically, can you do to keep your perspective and avoid summit fever?

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Leading At The Edge 2nd Edition PERKINS, DENNIS N.T., HOLTMAN, MARGARET P., Murphy, Jillian B. - Solutions

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