Question

You are the Operations Manager for a trailer manufacturing company
On the Plant Information tab you have the production results from 2 manufacturing plants that belong to your company
The two plants make the same trailers and have very similar people and processes, but the number of trailers they produce each day is not the same
The company President has told you that she is worried about production. She gives you no other details about what "worried" means
You decide that you need to prove to the President that you are adding value to the company by addressing her "worries"
Your task:
Develop a Word document report that specifically addresses the following question: Which plant she should focus improvement efforts on, and why?
To develop your recommendation you need to perform at least the following analysis: Calculate the following and use results to make recommendations Mean Median Mode Standard Deviation
The Final report should have the following sections: Title page
Problem statement - This should be one sentence, but make it a good one
Methodology - this will be at least a couple of paragraphs to say what you have done to analyze the problem
Assumptions - this is one paragraph and includes any assumptions that you made Analysis - present your results (graphs, tables, and sentences to explain them) analysis Recommendation - this should be a one paragraph conclusion/recommendation based on your

date.   Gran hico
23-Feb 186 77 Calculate Granbury Plant
25-Jan 187 77 Mean
15-Feb 180 83 Median
8-Mar 195 85 Mode
7-Mar 179 92 Standard Deviation
5-Feb 196 93
22-Mar 182 97
24-Jan 169 98
2-Feb 191 98
13-Jan 186 99
8-Feb 167 100
19-Jan 183 104
5-Mar 183 106
9-Jan 196 106
14-Jan 195 108
28-Feb 164 110
11-Feb 187 112
4-Feb 160 117
17-Mar 193 119
24-Feb 196 120
18-Feb 191 124
12-Feb 181 127
16-Feb 188 128
16-Jan 194 129
22-Feb 168 132
21-Jan 181 135
11-Jan 193 139
15-Mar 175 142
20-Feb 185 142
28-Jan 184 145
24-Mar 165 149
12-Mar 162 151
1-Feb 189 152
20-Jan 181 154
11-Mar 175 155
17-Jan 196 156
29-Jan 193 159
19-Mar 187 160
3-Jan 183 164
3-Feb 166 167
25-Mar 193 167
26-Feb 168 168
15-Jan 174 175
10-Feb 173 176
8-Jan 199 176
6-Feb 168 180
29-Mar 192 182
2-Mar 188 187
6-Mar 181 188
31-Mar 170 190
3-Mar 170 192
18-Mar 185 192
17-Feb 172 193
31-Jan 160 194
30-Mar 168 194
16-Mar 192 204
13-Mar 171 210
26-Mar 164 212
6-Jan 177 219
23-Mar 163 221
7-Jan 186 224
4-Mar 186 224
28-Mar 197 226
2-Jan 196 227
13-Feb 169 231
4-Jan 168 223
9-Mar 192 233
10-Jan 164 238
1-Mar 170 239
27-Feb 180 239
20-Mar 185 224
9-Feb 196 245
26-Jan 161 248
14-Feb 183 249
23-Jan 164 255
12-Jan 188 255
3-Jan 166 256
10-Mar 197 257
5-Jan 167 258
25-Feb 169 260
14-Mar 186 260
22-Jan 175 261
21-Mar 168 262
27-Mar 160 267
19-Feb 188 268
7-Feb 166 271
27-Jan 175 273
21-Feb 172 275
18-Jan 171 276

Answer 1

Eliyahu Goldratt in his article “The Goal: a process of continuous improvement” does effectively facilitate to elucidate that organizations do have three different options for system improvement such as increasing throughput (T), reducing inventory (I) or reducing operating expense (OE). However the practical limits of reducing inventory and operating expenses are indeed relatively low as system cannot produce outputs without them.

Hypothetically there's no upper limit on how much an organization can increase its throughput as market sizes are limited. However the prospective of efficiently enhancing T tend to be much higher than the potentiality of reducing I and OE. Furthermore it effectively necessitates for a basic model facilitating system improvements thus focusing on increasing T and enduring the reduction of I and OE as secondary priority.

Rather than spending time, energy and resources across the entire system business administrator indeed needs to effectively focus on that part of the system which eventually has the potentiality to produce immediate system improvement. Furthermore Goldratt outlines several principles which ultimately helps to efficiently create an environment conductive to the rigid part of his theory. However prescriptive theory part of constraints indeed help organizations effectually respond towards management concerns regarding systems and their constraints.

A constraint is indeed regarded as something which eventually averts a system from attaining high level of performance related to its business goal and objective. Furthermore a system is regarded as any collection of interconnected parts sharing a common goal. Constraints may be for instance an individual or department which in due course fails to keep up with market demand. However if this department could produce more it would eventually facilitate organization with enhance sales and revenue.

Goldratt suggested focused steps eventually facilitating to effectively manage resources and market constraints. It comprised of effectively deciding on system goal, determining performance measures, identifying constraints and elucidating on how to take advantage of constraints thus ultimately helping to form a basis aimed towards continuous improvement.