Devry GSCM520 week 3 assignment

Case StudySelect one of the following.Quality Parts CompanyReview the Quality Parts Company case study on page 426 in the textbook, and refer to the questions noted in Doc Sharing.Value Stream MappingReview the Value Stream Mapping case study on page 428 in the textbook, and refer to the questions noted in Doc Sharing.Pro Fishing BoatsReview the Pro Fishing Boats case study on page 428 in the textbook, and refer to the questions noted in Doc Sharing.You might want to use Microsoft Visio software to create a Value Stream Map. See the Syllabus for tips on using MS Visio. You may already have Visio installed on your computer; if not, you can access the software from the iLab under Course Home.Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions from the presented case study of your choice.Quality Parts CompanyQuality Parts Company supplies gizmos for a computer
manufacturer located a few miles away. The company produces two different
models of gizmos in production runs ranging from 100 to 300 units.The production flow of models X and Y is shown in Exhibit
12.14. Model Z requires milling as its first step, but otherwise follows the
same flow pattern as X and Y. Skids can hold up to 20 gizmos at a time.
Approximate times per unit by operation number and equipment setup times are
shown in Exhibit 12.15.Demand for gizmos from the computer company ranges between
125 and 175 per month, equally divided among X, Y, and Z. Subassembly builds up
inventory early in the month to make certain that a buffer stock is always
available. Raw materials and purchased parts for subassemblies each constitute
40 percent of the manufacturing cost of a gizmo. Both categories of parts are
multiple-sourced from about 80 vendors and are delivered at random times.
(Gizmos have 40 different part numbers.)Scrap rates are about 10 percent at each operation,
inventory turns twice yearly, employees are paid on a day rate, employee
turnover is 25 percent per year, and net profit from operations is steady at 5
percent per year. Maintenance is performed as needed.The manager of Quality Parts Company has been contemplating
installing an automated ordering system to help control inventories and to
“keep the skids filled.” (She feels that two days of work in front of a
workstation motivates the worker to produce at top speed.) She is also planning
to add three inspectors to clean up the quality problem. Further, she is
thinking about setting up a rework line to speed repairs. Although she is
pleased with the high utilization of most of her equipment and labor, she is
concerned about the idle time of the milling machine. Finally, she has asked
the industrial engineering department to look into high-rise shelving to store
parts coming off machine 4.Questions1 Which of the changes being considered by the manager of
Quality Parts Company are counter to the lean philosophy?2 Make recommendations for lean improvements in such areas
as scheduling, layout, kanban, task groupings, and inventory. Use quantitative
data as much as possible; state necessary assumptions.3 Sketch the operation of a pull system for running Quality
Parts Company’s current system.
4 Outline a plan for introducing lean at Quality Parts
Company.