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1. What type of process flow structure is CBF using? CBF Inc. uses a job shop process flow structure, which is one of the four major process flow structures identified in the text. A job shop process flow structure is a production of small batches of a large number of different products. Further, job shop process is a flexible operation that has several activities through which work can pass. In a job shop, it is not necessary for all activities to be performed on all products, and
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  1. What type of process flow structure is CBF using? CBF Inc. uses a job shop process flow structure, which is one of the four major process flow structures identified in the text. A job shop process flow structure is a production of small  batches of a large number of different products. Further, job shop process is a flexible operation that has several activities through which work can pass. In a job shop, it is not necessar for all activities to be performed on all products, and their se!uence ma be different for different  products. 2. Diagram the process in a manner similar to Exhibit .1. peration #o No.Setup/hrRate. Pc. Hr 1 Order AcceptanceEngineering  2 NCMachineProgramming  ! Board Fabrication a. Load Fabrication!.  b. C#ean Fabrication !. c. Coat Fabrication !. d. $n#oad Fabrication !. e. E%po&e Fabrication''.() f. Load Fabrication!. g. *e+e#op Fabrication !. h. ,n&pect Fabrication !. i. Ba-e Fabrication !.  j. $n#oad Fabrication !. k. *ri##ing Fabrication''. l. Copper Fabrication!.) m. Fina# e&t ua#it0').12  A&&urance Shipping !. #naly$e the capacity of the process?  $he capacit of the flow process is at an imbalance. It takes a lot of time just to load andunload the circuit boards. $here is a significant amount of manual labor in this flow process in which human error must be taken into consideration. It appears that some of the stations ma be run b an inefficient amount of operators. %astl, with & emploees on & machines for the final inspection, the end of the process should not take as long as it does. . What is the impact of losses in the process in %nspection an& Final 'est? $he impact of the losses in the sstem is !uite extensive. It is stated that '() of the boardare tpicall rejected during an earl processing inspection along with an additional () rejected during the final testing. $his results in a production order increase of *(). +ltimatel, the first inspection should not be a bottleneck of this process and there should not be an rejected boards in the final inspection. . What recommen&ations woul& you ma(e for a short)term solution to CBF*s problems?  A shortterm solution ma be to extend the work da so that - production hours are optimied during a ( working da week. If this solution produces results, then this could be a  possible longterm solution. Another possible production hour solution would be to incorporate /'0hour working das. Again, the number of boards produced would !uickl determine if this is indeed a longterm solution. +. What long)term recommen&ations woul& you ma(e? ne of the most important recommendations would be to add another machine or two throughout the process, especiall at the beginning of the board fabrication. Another longterm recommendation would be to take into consideration where more automation could be used in  place of human manual work. $his would decrease the amount of waste, therefore, decrease the  percentage of increase of the sie of order, in turn, shortening the overall time of the entire job shop process flow. 1eduction of the main bottleneck, the initial inspection time duration will seriousl increase the overall production of the boards within the facilit to meet the ',000 per da goal.
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