Operations Management

In this case study, the following questions are addressed: 1) As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would you recommend? Why? 2) Where, if anywhere, does the current routine for handling defective seats deviate from the principles of the Toyota Production System? 3) What are the underlying causes of the problems facing Doug Friesen? Case result: 3/3 Points

In this case study, the following questions are addressed: 1) Compute the following quantities for the current production process, as well as for Mike‘s and Ike‘s plan. 2) Compare the two plans in terms of both regular shirt production and custom-shirt production. Case result: 3/3 Points.

In this case study, the following questions are addressed: 1. How does Shouldice compete? Identify at least three characteristics of Should-ice’s operations that contribute to its competitiveness. 2. Compute the cycle time (time per patient) and weekly capacity (Patients/week) for Examination room, Nurse’s station, Operating rooms, and Doctors. 3. What was the average throughput rate (patients/week) of Shouldice hospital? 4. What is the maximum possible throughput rate of Shouldi...

In this case study, the following questions are addressed: 1. Why do overhead costs (Exhibit 2) vary so greatly from plant to plant in Wriston’s manufacturing network? 2. Why have managers in the Heavy Equipment Division under-invested in the Detroit Plant? 3. What should Richard Sullivan do with the Detroit Plant? Case result: 3/3 Points