Submitted

By: Kumar Prabhakar (11PGDM087) Manish Banga Jaishivam Pathak Nigna Rao Mohit Kapoor Nitin Khanna

 Established

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

ORDER RECEIVED

DESIGN REVIEW

ORDER RAW MATERIAL AND TOOLING

TESTING AND INSPECTION

MOLD FABRICATED

MATERIAL RECEIVED FABRICATION SCHEDULED

CLEAN AND POLISH

PACKING AND SHIPPING

ORDER RECEIVED

PART AND RAW MATERIAL SPECS REVIEWED

RAW MATERIAL ORDERED AND PRODUCTION SCHEDULED

RAW MATERIAL RECEIVED

MOLD SECURED FROM INVENTORY OR FABRICATION

SLURRY TRANSFERRED TO HOLDING TANK

MATERIAL WET MIXED INTO SLURRY

MATERIALS DRY MIXED AND BLENDED

PARTS MOLDED

CUT AND TRIM OPERATION

PARTS INSPECTION (ASSEMBLY NEEDED)

NO

PACKING AND SHIPPING

ADDITIONAL ASSEMBLY

YES

strategies within their clients businesses changed order needs in an unexpected way total time from order placement to receipt by customer is much longer than promised more and more products defective bottlenecks in production
Changing

cant predict where, when, why

 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)

 Parts

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

 In

mold fabrication: focus on many, smallcapacity, specialized machines with more workers to oversee settings 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

 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.

 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

 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

 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