1. Vice president of operations’ strategies for development and relocation at Apple. Part 3 Name: Institutional affiliation:

2. Introduction  Current position of Apple company  Best strategies to put in place in an attempt to enable it meet it mission, vision and business strategy, operation strategy, total quality.  Efficient statistical analysis techniques, efficient quality management and control and forecasting method.  Relocation plans and project proposals for the company.

3. Discussion  In attempt to come up with this strategy, we shall illustrate the following areas:

4. 1. Statistical techniques for the level of quality in the organization Data collection on the organization’s production and profits. Data analysis for these production and profit. Identifying the problems faced. Implementing preventive and corrective actions.

5. Current state of the facility location It began in 1997 with the main basis as supply chain management. It manufactures electronic gargets eg. Laptops, phones, refrigerators. The key competitors are HP, Dell and IBM. The company is located in the semi-rural parts Texas state. The market has not been very stable due to this rural set up.

6. 2. Key concepts in capacity planning and facility location for the new location. 1.Identify New Capacity Requirements 2.Develop Capacity Alternatives 3.Evaluate Alternatives

7. Identify New capacity Requirements Forecasting space and market: – Long-term capacity requirements based on expected future demand – Forecasting future demand – At this level, forecasting relies on qualitative forecasting models (i)Delphi method (ii)Executive opinion – Forecast and capacity decision should include strategic implications

8. Identify New capacity Requirements cont. Location cushions – Plan to underutilize the capacity to provide flexibility Strategic Implications – The number of competitors in the new capacity – Chances of overcapacity in industry that could be hazardous

9. Develop and Evaluate Capacity Alternatives These could include: – What if the business remains constant – Consider the business expanding by a large margin. – Consider the business expanding by a small margin. Use decision tree.

10. 3. Three-step procedure for determination of the new location. Checking on the proximity to the source of supply: – Minimize the cost of transportation perishable and bulky goods and raw materials Examine the proximity to customers: – Target highly populated areas and areas close to partners. Checking on the proximity to labor: – Local wage & salary rates, attitude of locals toward unions, availability of unique skills

11. Additional Location factors Community’s viewpoints: – Local community’s attitude toward the facility. Site considerations: – Local taxation and zoning, access to various utilities. Issues related to quality-of-life: – Climatic conditions, cultural affiliations, commuting time Other considerations: – future expansion options and local competition

12. Current work system design and the organization’s feasibility in the job design. We measure: (i) current available capacity -design capacity - effective capacity (ii) effectiveness/feasibility of capacity use (iii) capacity considerations

13. Current available capacity Design capacity: – Maximum amounts of output under ideal conditions – The company can make 100 laptops, 20 refrigerators and 300 mobile phones per day when pushed Effective capacity: – Maximum rate of output under normal (realistic) conditions – On the average Apple can make 70 laptops, 14 refrigerators and 205 mobile phones per day

14. Effectiveness/feasibility of capacity use

15. Computing Capacity Utilization:

16. Explanation The current utilization is below the design capacity.

17. 5. Defend the new change implementation process and the rationale for the change of method. We analyze the implementation process – Factor rating method – Break-even analysis – Transportation method

18. Factor rating method

19. Break-even analysis This method calculates the amount of goods required to be sold to just cover the given costs It consists fixed and variable costs It’s best used for location analysis especially when the costs of each location are known.

20. Break-even analysis cont. It involves the following steps: 1. Determine the fixed and variable costs for each location, 2. Plot the total costs for each location on one graph 3. Identify ranges of output for which each location has the lowest total cost 4. Solve algebraically for the break-even points over the identified ranges

21. Break-even analysis cont. These approaches put currently makes implementation process to be effective.

22. 6. Program Evaluation and Review technique (PERT) diagram for the relocation program t= 3mo t=2 mo t=7.7 mo t= 2.5 t= 2.5 mo 10 30 50 25 75

23. PERT cont According to PERT, the project will take 75 months.

24. Critical Path Method 20 mon 30 mon 10 mon 20 mon 15mon 22mon 0 20 20 50 15 35 10 30

25. CPM cont The CPM shows that the project will take 50 months.

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