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i have to read about a 380 pages of a book called...




i have to read about a 380 pages of a book called '' the goal '', which is about 380 pages to read. then i have to answer these questions. i have the link for the book i know it's a tough assignment, but if someone can help me to answer those questions, i would really appreciate it. 1. Within the factory setting, Alex has to deal with all parts of the supply chain. Give an example of challenges or decisions they had to face regarding? a.Buy: Dealing with suppliers (prices, delivery terms, quality issues, etc) b.Make: Production schedules, quality, etc. c.Move: Shipment schedules, dealing with delivery options on parts, etc. d.Store: Inventory, inventory, inventory! Finished goods, WIP, raw materials? e.Sell: Processing, influencing, or anticipating demand. For each example site the chapter and approximate pages where the situation is mentioned; what the challenge was, how it was handled, and how it relates to something we discussed in class. (3-4 sentences should suffice for each of the 5 examples.) 2. Give me the definitions of throughput, inventory and operational expense given in The Goal. 3. Give me the definition of a bottleneck operation. Develop your own simple example to demonstrate it to me. Describe two or three different ways to discover the bottleneck of a process. 4. What are the production-scheduling principles discussed in The Goal? (You should be able to list at least four or five such principles. As an example of such a principle: ?An hour saved at the bottleneck is an hour saved for the whole system.?) 5. What are "dependent events"? What are "statistical fluctuations?" Use a simple example to illustrate how these two phenomena affect the throughput of a production process. 6. Why did Alex put Herbie at the head of the line? 7. A frequently mentioned principle in the book is: "Do not focus on balancing capacities, focus on synchronizing the flow." Explain by using a simple example of why we should not be particularly concerned with balancing capacities in a production process.3 8. Another frequently mentioned principle in the book is: "Resources must be utilized, not simply activated". Explain the logic of this principle by using as an example a situation described in the book. 9. In Chapter 28 of the book it is suggested that it makes sense to cut the batch sizes in half at the non-bottleneck machines. Do you agree? Explain why or why not. 10. Why does their cost measurement system indicate that their cost per part goes up when they cut their batch sizes by half at the non-bottleneck operations (see Chapter 29)? 11. In Chapter 21, in an effort to improve the throughput of the system, they introduced a priority scheduling system using "red and green tags". What is the rationale behind such an action? Explain. In Chapter 25, they discovered some problems with the use of such a system. What was the cause of the problem? Explain the logic of the remedial action required to address it. How does this relate to the scheduling concepts from our chapter 9 material (SPT, WSPT, LS, FIFO, etc)


Paper#10740 | Written in 18-Jul-2015

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