Production Game ReportRevision 1.docx

Production Game ReportRevision 1.docx

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ProductionGameReportRevision1

ProductionGameReport

TheProducers:

MeianCha,XuelunChang,AnushirvanEsteki,PatriciaGil,CarolJialuJiang,JonathanLee,AlexandriaPang,Panyan,MarkWall,YinhanWang,LisaZhang

OperationManagement

November23,2010

HardwareandSoftware

HardwareDesign

Forourproductionsystemwedecidedtoexecutean“assemble-to-order”design.Wechosetoimplementauniqueflexibleassemblylinelayout,asdemonstratedbyourprocessflowdiagram.Thisoval-likeconfigurationbeginswiththeWireStation.TheWireStationthenfeedsintotwosimultaneousparallelsystemscomprisingofBaseCase1StationandBaseCase2Station.TheBaseCasestationsthenbothfeedintotheCustomizingStation.Ourstationsandtaskswereasfollows:

1.WireStation

●Tasks:

a.Cuttingwires,b.splittingwires

●2workers（1cutter,1splitter）

2.BaseCase1（StandardModelProduction1）Station

●Tasks:

a.PlacingChiponBreadboardthenb.wireconfiguration

●2workers

3.BaseCase2（StandardModelProduction2）Station

●Tasks:

a.PlacingChiponBreadboardthenb.resistors（3.0Kand1.0K）andcapacitorplacement

●2workers

4.CustomizingStation

●Tasks:

Customizestandardmodelbasedonproductspecifications

ForRed:

Add1.0resistor,LED

ForGreen:

Add1.0resistor,LED,25mmwire

ForYellow:

Add1.0resistor,LED,25mmwire,andBuzzer

●2workers

5.Management

●Tasks:

a.PurchaseandDelivermaterials,b.Coordinateworkforce,c.Receiveordersandcommunicatetoteam

●1worker（alsoawirestationworker）

SoftwareDesign

Theheartbeatofourmanagementsystemwasthecoordinatorroleresponsiblefororganizinginformationbothwithintheplantandbetweenthecustomerandtheplant.Asstatedearlier,oursystemwasbasedonanassemble-to-orderstructure.Assuch,wemainlyfocusedonimplementinga“pull”system.Giventhis“pull”system,informationmainlyflowedfromdownstreamtoupstream,orfromthecustomertothemanager.Themanagerwouldthenusethisinformationtomakefuturerawmaterialpurchasesaccordingly.Themanagerwouldalsousetheinformationtoinformthecustomizersoftheorder.Thecustomizerswouldrelyonthisinformationinordertoproceedwiththeirtasks.Theotherstationsdidnotrequiremuchinformationastheirtasksweremuchmoreautomatedandmechanicalandwouldbecarriedoutsystematicallyregardlessoftheinformationpresentedtothem.

Rationale

Ourkeycompetitiveprioritiesweresimple—tofulfillasmanyordersaspossibleandmaintainprofit.Indoingso,wehadtofulfillseveralobjectivesincludingefficientinventorymanagementandrapidproductionschedulingwithstrongbalancingofworkers/stations.

Wechosean“assemble-to-order”layoutforourproductiondesignaswebelievedthiswouldallowustoproducemoreunitsinagiventimeframethana“made-to-order”design,butalsoallowustoexercisemoreflexibilityandleaninventorymanagementthan“make-to-stock”.

Wechosetocreateauniqueflexiblelayoutbasednotonlyonfulfillingour“assemble-to-order”visionbutonmaximizingworkerandstationefficiency.WedecidedtoplacetheWireStationinthebeginning,closesttothestoreinordertominimizetimeandweakenitsbottleneckpotential.

Wedecidedtobreakour“BaseCase”orstandardizationstationsintotwotasks—wireconfigurationandresistor/capacitorplacement.Thebasic,standardmodelseemedtohavethemostcomponents,andthushavelongerpredictedthroughputtime.Byseparatingthestandardmodelandcreatingadivisionoflabor,wefeltwecouldachievemoreefficiencyandagilityinproducingourstandardmodel.Eachwouldworkonhis/herrespectivetask,andswitchoffwhencompleted.Wewantedtomaximizelaborefficiencyandpreventanyworkerfromhavingnothingtodo.

However,westilldidnotthinkthiswouldbesufficient.Wedecided2peopleworkingonthismodel（evenwithdivisionoflabor）wasstilltoofewandcouldpotentiallycauseabottleneckorstarvingofthecustomizers.Thuswedecidedtoadd2additionalworkersthatwouldproducesimultaneouslywith（orparallelto）theoriginal2workers.Furthermore,tocontinuetomaximizeefficiency,weplacedthoseworkersinBaseCase1acrossfromeachothersoastheycouldeasilysharetheirmaterials.Thesub-layoutappliesforBaseCase2.

Wealsodecidedtohave2customizers,as1didnotseemadequateenoughtoproducequickly.However,wekeptthecostofeachworkerinmindsowedecidedtoexpandthetaskofoneWireworker.Webelievedthateventually2WireStationworkerswouldbetooexcessiveandcausestarving.ThusweexpandedoneWireworker’sdutiestoinclude“management”whichinvolvespurchasingandoverallplantcoordination.

Theexpansiveroleofthemanageriscrucialasnotonlywouldshereceivecustomerordersbutalsohandlepurchasing.Thisallowedinformationflowtobequick（ifnotinstantaneous）andincreaseefficiency.Wealsodesignedinformationflowtooccurbetweenthemanagerandthecustomizersasundoubtedlythecustomizerswouldnotbeabletocarryouttheirtasksotherwise.However,overall,wedidnotwanttheinformationflowtobetooexcessive,aswebelievedthiscouldhaveanegativeeffectonproductivity.Wechosenotincludeinformationflowstootherstationsastheywerestandardproductionstationsandwouldcontinuetheirtasksregardlessoftheinformationreceivedfromthecustomer.Webelieveditwasimportantforthemtostrictlyconcentrateontheirassigntasks.Ultimatelythemaintaskofinformationdisseminationwasgiventothemanagerasshewouldhavethemostcompleteperspectiveoftheplant’sproduction,status,andcapabilities.

DescriptionofEachStage

Cutter/Stripper（2workers）

Sincetherewereonlytwowirecuttersprovided,wehadtwoworkersinchargeofcuttingandstrippingthewiresinpreparationforassemblyonthebreadboard.Theworkerswererequiredtocutwiresthatwere25mm,35mm,and45mmbyusinglabelswiththeappropriatelengthsasreferences,andthenstripthewiresandpassthemontothenextstage.

Purchaser/Deliverer/Manager（1worker）

Ourteampredictedthatcuttingandstrippingwouldnottakelong,soonepersonworkedasacutter/stripperbutalsocarriedoutthedutiesofpurchasingrawmaterialsanddeliveringthematerialstotheconsumer.

BaseCase1（2workers）

BaseCase2（2workers）

Duringthepreparationperiodbeforethegame,werealizedthereweresomecommonpartsamongthethreedifferentbeacons.Sinceeverybeaconrequiresthoseparts,wedecidedthatweshoulddedicateagrouptojustmakethoseparts;wecalledthose“base-cases”.Componentsthatmadeupthebase-caseincludedfourwires,tworesistors,onecapacitor,andonetimerchip.Ourteamdecidedthatweshouldfurtherdividethebase-casegroupintotwosubgroups,whichwenamed“base-case1”（BC1）and“base-case2”（BC2）.BC1wasresponsibleforputtinginthewires,whileBC2wasresponsibleforinstallingthecapacitorsandtheresistors.

Customizers（2workers）

WhatChangedforEachStage

Cutter/Stripper

Insteadofhavingtwoworkerscutting,thenstrippingwires,wedecidedatthebeginningofthegametohaveonedesignatedwirecutterandonedesignatedwirestripper.However,duetothewirecutterhavingtohaltcuttingactivitywhencalledontodeliverproductsandordermaterials,thewirecuttingandstrippingstationbecameahybriddesign.Theworkerstrippingwireswouldalsocombinethecuttingresponsibilitywhenthewirecutterwasbusy.

Purchaser/Deliverer/Manager

Inthebeginning,insteadofthepurchaser/delivererhandlingalltherawmaterialindividually,shewashelpedbythecustomizersbecauseofthelargequantityofmaterialthatneededtobecarriedtotheworkstation.Atthesametime,oneoftheBaseCase2workershelpedthepurchaser/deliverercarrythefinishedgoodstotheconsumerforthesamereason.Thepurchaser/delivererthentooktheadditionaltaskofnotingdowntherevenuewheneverneworderswereaccepted.

Overthecourseofthegame,theworkerdesignatedtocut/stripandpurchase/deliversawthattheinformationflowwaslackingfromstagetostage.Thus,theworker’sofficialtasksbecamesecondarytomicromanagingeachstepoftheprocessandtakingintoaccountinventorymanagement.Everyfewminutes,theworkerinquiredabouttheprogressintheBaseCaseandCustomizationstepsandthereforedevotedlesstimetoofficialtasks.Insparemoments,whenthewireinventorywasgettinglow,thepurchaser/delivererreturnedtocuttingwires,whiletheothercutter/strippercontinuallystrippedthewires.

BaseCase1

Workingastwoofthefourbasecasebuilders,theoriginaltaskofBaseCase1wastoinsertwiresintotheboardtobuildbasecaseboards.However,wedidnotaccuratelyestimatetheworkloadinthestagesandtheworkersendedupnothavingenoughworktodo.Duringthedevelopmentofthegame,BaseCase1workersendedupaddingtaskstoourpositionbecauseofourextraidletime.Thejobnotonlyincludedmanufacturing,butalsobranchingouttorepairfaultyboardsandcustomizingtheboards.

BaseCase2

BaseCase2workershadtoinstallthe220-ohmresistor,the3.0K-ohmresistor,thecapacitor,andthetimerchipontothebreadboard.Initially,ourteamdecidedthatweshouldhavefourworkersinthebase-casegroup,twoforBaseCase1,andtwoforBaseCase2.Duringthewarm-upperiod,wesoonrealizedthatthissystemwasinefficientbecausetheactualbottleneckisthecustomizationgroup.Customizingandtestingthebeaconswastakinglongerthanwehadpredicted,sotheworkersdecidedthattheyshouldmoveonepersonfromthebase-casegrouptothecustomizinggrouphopingtoalleviatethe