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CUSTOM MOLDS INC. n CASE STUDY 1 n MSC 303.103] n MAY 21, 2001 n TEAM 2: Kristin Harvin, Jung Lee, Andrea Price, Kadek Santi.

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Presentation on theme: "CUSTOM MOLDS INC. n CASE STUDY 1 n MSC 303.103] n MAY 21, 2001 n TEAM 2: Kristin Harvin, Jung Lee, Andrea Price, Kadek Santi."— Presentation transcript:

1 CUSTOM MOLDS INC. n CASE STUDY 1 n MSC ] n MAY 21, 2001 n TEAM 2: Kristin Harvin, Jung Lee, Andrea Price, Kadek Santi

2 Description n Established father-son business n began with focus on molds and later expanded into the production of plastic parts n has traditionally focused on quality, design of both molds and parts, mass production as well as customization n total order numbers have remained the same, but clients’ needs have shifted

3 Issues n Changing strategies within their clients’ businesses changed order needs in an unexpected way n total time from order placement to receipt by customer is much longer than promised n more and more products defective n bottlenecks in production –can’t predict where, when, why

4 Analysis n Many issues are the result of general inefficiency in several departments –offices: design conceptualization taking too long, ideas go back and forth between engineers and managers and customers far too much –mold fabrication: needs have changed; need to make very small batches of many different designs, necessitating more runs on different settings (flexible flow strategy)

5 Analysis (cont.) n Parts fabrication (injection, assembly): needs to make large batches of the same design, necessitating fewer (longer) runs on the same settings (line flow strategy) n testing: could probably be more efficient in terms of time spent, and there are too many defects n receiving, mixing, and shipping not apparently a problem; do not account for much time spent on project

6 Recommendations: n In mold fabrication: focus on many, small-capacity, specialized machines with more workers to oversee settings n in parts fabrication (injection, assembly, cutting & trimming): focus on few, large capacity specialized machines with fewer workers, as there are few settings-changes to oversee

7 Recommendations (cont.): n Move testing area to more central location for more time-efficient movement of goods back and forth and increased, easier communication between testers and office and manufacturing areas so that problems that caused defects can be quickly recognized and fixed.

8 Recommendations (cont.): n Office: –make order placement based on ability to complete product requested in time promised (through communication with other departments) –coordinate inter-department communication in design development with more efficient process (not so much back and forth); CUT TIME SPENT IN HALF

9 Recommendations (cont.) –Form position to study market so that customers’ needs can be identified and predicted; use to determine needs of facility and human resources –focus on overall efficiency in terms of process, movement, inter-department communication –evaluate effects of proposed changes on company finances, figuring ROI

10 Recommendation: Alternative n Analyze market and decide, based on the changes in the needs of the market, whether to focus on parts OR molds –proceed with applicable recommendations made previously

11 Textbook Question 1 n What are the major issues facing Tom and Mason Miller? n See slides concerning “Issues”

12 Textbook Question 2 n Identify the individual processes on a flow diagram. What are the competitive priorities for these processes and the changing nature of the industry? n See flow diagram for all information

13 Textbook Question 3 n What alternative might the Millers pursue? What key factors should they consider as they evaluate these alternatives? n They should consider alternatives as described in “Recommendations” while always considering the needs of the market and the effect the changes will have on finances, including the ROI


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