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Kaplan MT435 week 4 assignemnt

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Question;Unit 4;Assignment: Case Study 1;Written;Assignment;As a;representative and consultant for KU Consulting firm your task is to use your;expertise in;Operations;Management to assist Albatross Anchor.;Write a report answering all;the questions posed regarding the case study of Albatross Anchor. Demonstrate;your understanding of course content by using concepts and principles from your;textbook and from academic quality research to solve these challenges.;All;necessary materials for these Assignments are available below as well as in Doc;Sharing. Submit your Written Assignment by the end of Unit 4 to the "Unit;4 Assignment" Dropbox. For help on accessing the Dropbox, see the Dropbox;Guide link located in the Academic Tools tab.;Unit 4;Assignment Questions;Question 1;Based;on the information presented in the scenario/case study discuss Albatross;Anchor?s competitiveness in relation to;(a) Cost;(i.e., consider cost of production, economies of scale in material purchasing;cost of raw materials, and finished goods sitting idle in the warehouse).;(b) Speed of;manufacturing process from order to finished product.;(c) Flexibility;in filling order(s);(d) Technology;(e) Capacity;and facilities. The current floor plan is inefficient. Please tell what about;the current floor plan makes it inefficient and give recommendations for;improvement. What type of factory would be best for mixed model manufacturing?;Page 1 of 11;Unit;4 [MT435:Operations;Management];(f);Service to customers (what types of services would an anchor company provide to;marine wholesalers?);Be sure to;address all items in the list (above) and provide support for your conclusions.;Question 2;There are;many ways that mushroom/bell anchors may be manufactured. Albatross;Anchor;is considering two new manufacturing processes (Process A and Process B) to;reduce costs. From the available information below determine which process has;the lowest breakeven point (this validates the process is more cost effective);and report your analysis and supporting conclusion.;For each;process the following fixed costs and variable costs are identified below;Based on;the above information identify;(a) The total;fixed costs per anchor for Process A and Process B;(b) The;total number of anchors needed to break even for Process A and for Process B.;Enter your;answers into the chart below.;Page 2 of 11;Unit;4 [MT435:Operations;Management];(c) From your;calculations identify whether you would recommend Process A or;Process;B for adoption (select only one). Please make sure to explain how you arrived;at your conclusion.;MT435;Unit 4 Assignment: Albatross;Anchors;Case Study 1;Point;Points;Content(50%) 30;pts. (4 Full Pages of;s;Earne;Possi;d;Content);ble;For Question 1;Discuss the;company?s competitiveness;using six assigned;factors;?;Cost;10;?;Speed of;manufacturing;? Flexibility in;filling orders;?;Technology;?;Capacity and;facilities;?;Service to;customers;For Question 2;Fixed Cost;Calculations;10;Break-even;determination for Process A;and Process B;Page 3 of 11;Unit;4 [MT435:Operations;Management];Recommendation;to select either Process;A or;Process B based on calculated data;with;supported explanation of selection;Template;Used Appropriately;10;Analysis;(30%);18 pts.;Work;demonstrates synthesis of concepts;6;research;and experience.;Work;demonstrates the student?s ability to;tie;relevant information to real life;6;applications.;Analysis;exceeds basic comprehension to;demonstrate;higher order thinking.;6;(Including;math).;Writing(20%) 12;pts.;Correct;use of APA 6th edition format, all;sources;used to support the paper are;4;referenced;4 references minimum;Sentences;are clear, concise, and direct;4;tone is;appropriate;Spelling;grammar, and punctuation are;4;correct;Total;60;Page 4 of 11;Unit;4 [MT435:Operations;Management];Case Study 1;KU;Consulting;KU;Consulting has been asked to bid on a large consulting job with Albatross;Anchor. In order to win the contract for this consulting job a well written;logical, and highly organized proposal must be written. It is your;task/challenge to write the proposal for re-vamping Albatross Anchors;Operations systems so that KU Consulting may win the $50,000 contract.;Using;the mandatory template (found in Doc Sharing) prepare your;proposal by answering (in detail) all of the questions posed below.;Your;answers must demonstrate your understanding of the concepts and principles;identified within the textbook, course information, and activities, but also;from independent academic quality research to solve these challenges.;While;it is acceptable to use the textbook as foundational material you must conduct;independent research, as well, using the Kaplan virtual library and the;Internet to find information that supports your findings and conclusions. A minimum;of four academic resources, in addition to the textbook,isrequired;for each section of the proposal.;Please;note:Quotations should make up no;morethan 10% of your proposal.;Requirements;for successful completion of each section of the proposal include;? Prepared;using the mandatory template for each section of the proposal;(the templates for each section can be found in Doc Sharing of this virtual;classroom). Failure to use the mandatory template will result in an automatic;reduction of one grade level.;?;Proposal Cover Page;?;APA style reference page.;? The;body of the paper must be 4 full pages long (this does not include the cover or;reference pages).;? Body;of the paper must be double-spaced (this includes spacing between paragraphs;and before/after headings).;?;One inch margins on all four sides of the;page.;Page 5 of 11;Unit;4 [MT435:Operations;Management];?;Times New Roman 12-font only.;?;Indent the first sentence of;each new paragraph ? inch (this is already set in MS Word as the first ?Tab?;setting?);?;Grammatically and mechanically sound.;?;Introductory and concluding paragraph(s).;?;A minimum of four academic quality research;sources in addition to the textbook.;?;Citations, within the body;of the paper, identifying source materials, and in APA format are required;along with corresponding reference page listings.;The;following documents are in Doc Sharing.;?;MT435 Case Study 1.pdf;?;MT435 Case Study 1 Template.doc (Template is;required);Please;note*;1. Do;not use Wikipedia, wikis, Answers.com, Ask.com, online dictionaries, or online;encyclopedias for this project. As a senior level student you are responsible;for independent research and for veracity of source.;2. A;search engine is not a source but a tool used to find a resource. For;information on APA referencing of Internet-based information use the;information on APA formatting contained within the Kaplan Writing Center for;more information or you may use the Kaplan Guide to Successful Writing that is;located in the Doc Sharing area of this virtual classroom.;Page 6 of 11;Unit;4 [MT435:Operations;Management];Albatross;Anchor Case Study 1(Note: This is not a real company);Introduction;Albatross;Anchor is a small family owned business that began in 1976 with four family;members. Albatross anchor has grown exponentially and now employs 130 people.;This one location/facility is situated on 12 acres located in a rural suburb of;Smalltown, USA (Please note* the building and facilities for Albatross Anchor;are landlocked).;The plant*;and the administrative offices are located in the same building.;(*Note: The plant includes: manufacturing, the;shipping department, the receiving department, raw materials storage, finished;product storage, and the foundry).;The;administrative offices are in the front of the building and the plant is;located directly behind the administrative offices (see diagram). The;administrative offices have issues because they are somewhat shabby;disorganized, and run inefficiently.;The;plant is antiquated, worn, dirty, and technology-deprived and it no longer;meets all U.S. safety and environmental standards.;The;owners of this small business have added on various processes as needs arose;within the limited space of the plant. When Albatross Anchor first opened its;doors their expertise was in the manufacturing of bell/mushroom anchors (using;a foundry process). In 1989, in response to international competition, the;owners of Albatross Anchor made the decision to expand the product line to;include fabricated snag hook anchors.;Customers;Albatross;Anchor is a manufacturing factory that sells only at the wholesale level.;Albatross;Anchors sales their products in two ways;(01) Distributors that act;as the middleman. The distributor accepts bulk delivery of anchors at their;large distribution centers. At the distribution center the bulk shipment of;anchors is broken up into smaller batches and shipped to individual retail;locations.;(02) OEM customers that purchase anchors in;large batches to be used as a component in the manufacture of boats.;Albatross;Anchor does not sell retail. They are strictly a wholesale organization.;Page 7 of 11;Unit;4 [MT435:Operations;Management];Products;The;bell anchor is manufactured primarily through a foundry process in which ore is;transformed into a liquid state and then poured into molds as part of the;production process. The bell anchor is used primarily by freshwater;marine craft.;The;snag hook anchor is fabricated through the bending and welding of iron rods and;flat iron into a hook design. The hook design is best when used in saltwater.;This hook design snags bedrock and seaweed which holds the marine craft at;anchor. The snag hook anchor is used primarily for small to medium sized;saltwater marine craft.;Each;anchor is produced in multiple sizes to accommodate the type of watercraft, the;size of the watercraft and the place where the anchor will be used (saltwater;or freshwater).;Manufacturing;Each;anchor type requires its own unique equipment and manufacturing process. Yet;both manufacturing areas share the same shipping area, receiving area;warehouse area, and administration offices.;The;manufacturing area of the plant has had to change to accommodate the;manufacture of the two separate types of anchors. As each anchor requires its;own manufacturing challenges the manufacturing line must be completely;changed over each time the anchor type is changed. The time to switch over;from one manufacturing process/operation to the other manufacturing;process/operation is 36 hours.;The;plant space is at a premium and warehousing space for raw materials and;finished product is limited and located at the far south end of the building.;Plant;antiquation and safety issues result in small batch production only. As a;result of this limitation, lead time for exceptionally large bulk orders is 3;to 4 weeks.;Costs;Current;manufacturing costs are $8.00 per pound for mushroom/bell anchors and $11.00;per pound for snag hook anchors. Albatross Anchor charges the same per unit as;their competitors. However, the profit margin can sometimes be as much as 35%;less (on some of the anchors) because of operations inefficiencies.;Shipping;challenges;Outgoing;freight;Product;size, bulk, and weight and maximum load limits require that the anchors be;shipped by large;Page 8 of 11;Unit;4 [MT435:Operations;Management];truck;rail, or large ocean-going freighter. Domestic orders are usually shipped by;large truck.;International;orders are shipped by rail and ultimately by large ocean-going freighters.;These are the only two methods of product shipment.;Incoming;freight;Receipt;of raw materials is by rail. Prior to the sale of anchors into the;international market all shipments of finished product went out completely by;truck and therefore all shipping activities were limited to the east side of;the building.;Now;because of the limitation of shipping product into the international;marketplace, all product shipments for international delivery go out of the;receiving dock for the initial leg of shipment by rail. Prior to expansion into;the international marketplace shipping had been limited to the shipping department;and receiving was limited to the receiving area. However, with this change in;international shipping the receiving area must now do double duty ? shipping of;international orders as well as receipt of all incoming raw materials.;Please;view the below representation of the current building/facility set up.;Page 9 of 11;Unit;4 [MT435:Operations;Management];Case Study 1;Question 1;Based;on the information presented in the scenario/case study discuss Albatross;Anchor?s competitiveness in relation to;(a) Cost;(i.e., consider cost of production, economies of scale in material purchasing;cost of raw materials, and finished goods sitting idle in the warehouse).;(b) Speed of;manufacturing process from order to finished product.;(c) Flexibility;in filling order(s);(d) Technology;(e) Capacity;and facilities. The current floor plan is inefficient. Please tell what about;the current floor plan makes it inefficient and give recommendations for;improvement. What type of factory would be best for mixed model manufacturing?;(f) Service;to customers (what types of services would an anchor company provide to marine;wholesalers?);Be sure to address;all items in the list (above) and provide support for your conclusions.;Question 2;There;are many ways that mushroom/bell anchors may be manufactured. Albatross Anchor;is considering two new manufacturing processes (Process A and Process B) to;reduce costs. From the available information below determine which process has;the lowest breakeven point (this validates the process is more cost effective);and report your analysis and supporting conclusion.;For each process the;following fixed costs and variable costs are identified below;Anchor and Process;Process;A;Process;B;Sale price per;anchor;$45.00;$45.00;Total Fixed cost;$650,000.00;$950,000.00;Variable cost per;anchor;$36.00;$29.99;Page 10 of 11;Unit;4 [MT435:Operations;Management];Based on the above;information identify;(a) The total;fixed costs per anchor for Process A and Process B;(b) The total;number of anchors needed to break even for Process A and for Process B.;Enter your answers;into the chart below.;Anchor and Process;Process A;Process B;(a) Fixed costs per;anchor;(b) The total;number of anchors to attain;break-even point;for Process A and Process B;(c);From your calculations identify whether you would recommend Process A or;Process B for adoption (select only one). Please make sure to explain how you;arrived at your conclusion.;Page 11 of 11

 

Paper#49305 | Written in 18-Jul-2015

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