Ycp Cac

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CONTINUOUS IMPROVEMENT SUGGESTIONS:

As noted earlier in the report, YCP CAC suggests that there needs to be a change in the layout of the C/HA assembly. The workstation should resemble an assembly line to reduce confusion and increase workspace. The bottleneck of our process in simulation 2 was the C/HA workstation. During the simulation we combined the inspector and reworker into 1 position. The extra worker was moved to the C/HA. This transition gave us an extra set of hands at the station, which in the end benefitted YCP CAC. Our suggestion of the assembly line type workstation, along with the extra worker eliminated the bottleneck.

During the simulation, three (3) clocks were defective. These defects were a result of the clock hands supplier. Since we were running a pull system, YCP CAC was only producing the number of clocks that were originally ordered. When the defect was found, the inspector failed the clocks right away. However, the bigger problem was that the defect came from our supplier. Our company has no control over defects from our suppliers. We do not have adequate tools, machines, or people to fix their problems. This makes YCP CAC look bad because it is our name on the product. We do not want to be recognized for having faulty parts or being partnered with any companies that are known for producing faulty products. We will look into producing our own hands and eliminate the supplier from our process. This way YCP CAC will be able to fix all issues inside the production facility because they are all internal processes.

The lack of communication within the facility also needs to change as well. As stated earlier, no worker was able to help fix any defects. So instead of sending the completed orders back up the line, the warehouse clerk should of been able to inform the production scheduler of the failed clocks. The production scheduler could then send in an order for 3 more black clocks needed to fulfill the order with the 3 defective clocks.

Another improvement that will be beneficial to YCP CAC would be to distribute production schedules to all workstations. This will keep all workstations on task, while giving them a point of reference as to where the production process is at a given time. This will boost the communication throughout the facility, thus increasing productivity.

IMPACTS OF NEW IMPLEMENTATIONS:

By now incorporating a pull system, we are now able to forecast more accurately of how much inventory is needed to fulfill orders. Our marketing team will be able to give a better estimate to the accounting/financing department on how much inventory costs will be, how much raw material is being purchased, etc. Also by eliminating the outside supplier we will eliminate shipping costs, along with the cost to use the supplier. However, a cost will be incurred for producing the clock hands in house at our own facility. YCP CAC believes this will save both time and money because we will no longer have to rely on an outside source to complete our products. From a manufacturing standpoint, YCP CAC saw great success with the “U” shaped process flow chart. YCP CAC believes this is an optimal layout the improved all aspects of production. However, there is always room for improvement. We will continue to run the pull system to eliminate any inventory waste/carrying cost. Business operations are integrated systems in which incorporate all business departments (accounting/finance, marketing, manufacturing, etc.) in the production process. All departments are directly related, for example if one thing happens during the process, all departments will be affected.

EXPLANATION OF EXCEL RESULTS:

For the second round, we recorded the results the same way as we did in round one, except that we added our inspection results and our beginning and ending WIP. Table 1, Round Two, shows the results of the second run. We then compared it to the results from the class's first simulation to create the next two tables: Improvement by units and by percentage.

Table Two, the Improvement by Units Table was calculated by subtracting the original results by the most recent ones. Round one had 4 blue clocks shipped on time, while round two had 17 blue clocks shipped on time, an improvement of 13 units.

Table Three, The Improvement by Percentage was calculated by taking the differences measured between the two trials (as shown in table two) and dividing it by the results from round one. These calculations are then displayed in percentage format. For example, the increase of blue clocks shipped out on time in round two was 3.25 times the amount than the total amount of blue clocks in shipped on time in round one (3.25 in percentage format is 325%).

Table Four, the Order Sheet table, we have listed the order number, the color clock needed and the quantity needed for each one, the time the order was received, the time the order was promised, and the time the order was completed.

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BILL OF MATERIALS:

Level Code

0 Clock

1 Back Piece

(1)

2 Battery Pack Spacer Face Plate Bottom Plate

(1) (1) (Blue or Black) (Blue or Black)

(1) (1)

3 Markers Washer Bolt Minute Hand Hour Hand

(4) (1) (1) (1) (1)

TABLE OF CONTENTS:

EXECUTIVE SUMMARY…………………………………………………………….....II

- Introduction………………………………….………………………….………...1

- Workstation Improvements…………...…………………………………………..1

- Supplier Issues/Improvements Needed………………...…………………………2

- Improvements Noticed in Sim. 2………………………………………………….2

- Push/Pull System………………………………………………………………….3

- Comparison of Sim. 1 to Sim. 2………………………………………...………...3

- Continuous