Circuit Board case operations management

8/21/2019 Circuit Board case operations management

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RAJAGIRI CENTRE FOR BUSINESS STUDIES

Circuit Board

Fabricators Inc

Case AnalysisGroup 10

Group Members

Don Mathews George

Mano Mohan

Kiran Ravi

Rohan C Abraham

Executive Summary (word count 104)

The following analysis will address the process flow structure, the capacity of the process,losses of the process, short and long-term recommendations for improvementopportunities.



Operations Management

Circuit oard !a"ricators, #nc. is a small manufacturer of circuit "oards located

in California near $an %ose. &arge computer companies such as 'pple and ewlett-

ac*ard hire Circuit oard !a"ricators to ma*e "oards for prototypes of new

products. +n a highly-productive day, the plant produces a"out 00 circuit "oards,

"ut was designed to run 1,000 "oards per day. C! has hired a consultant to

discuss the reasons why they are not a"le to produce 1,000 "oards per day as

created. The following analysis will address the process flow structure, the capacity

of the process, losses of the process, short and long-term recommendations for

improvement opportunities.

Case Analysis (word count )





#n this case the main pro"lem is "ottlenec*. #n any system "ottlenec* cannot

"e rectified completely. #t will shift from one process to another. #f we loo* at here,

currently the "ottlenec* is with Clean and Coat process. 's a result the system can

produce only / "oards ("oards minimum of capacity per day of each process,

/0./ 1.00). #f we increase the capacity of Clean and coat, then what will happen

is that "ottlenec* will shift to some other process. $o what we have to do is start

from "ac*. That is first determine the capacity that we need, here what we need is

1000 per day. #n order to produce 1000 "oards per day, the minimum capacity perday of each individual process has to "e 1/.// (that is 1000 divided "y /0)

2ow we got the minimum capacity has to "e 1/.//. 2et step is to increasethe capacity per day of all the processes which are "elow 1/.//. $o we have to

chec* which all are that processes, they are &oad (1.1), Clean (1.00) ,Coat(1.00), 3pose(1./), &oad (1.1), !inal Test (14.4). $o only "y considering

all these factors and increasing their capacity, the desired output of 1000 "oards perday can "e achieved.





C! #nc. uses a wor*center process flow structure, one of the four ma%or

process flow structures identified in the tet. ' wor*center process flow structure is a

5production of small "atches of a large num"er of different products.6. !urther,

wor*center process 5is a flei"le operation that has several activities through whichwor* can pass.

The impact of the losses in the system is 7uite etensive. #t is stated that 18

of the "oard are typically re%ected during an early processing inspection along with

an additional 8 re%ected during the final testing. This results in a production order

increase of 8. 9ltimately, the first inspection should not "e a "ottlenec* of this

process and there should not "e any re%ected "oards in the final inspection.

' short-term solution may "e to etend the wor* day so that production

hours are optimi:ed during a wor*ing day wee*. #f this solution produces results,then this could "e a possi"le long term solution. 'nother possi"le production hour

solution would "e to incorporate 4 10-hour wor*ing days. 'gain, the num"er of

"oards produced would 7uic*ly determine if this is indeed a long-term solution.

+ne of the most important recommendations would "e to add another

machine or two throughout the process, especially at the "eginning of the "oard

fa"rication. 'nother long-term recommendation would "e to ta*e into consideration

where more automation could "e used in place of human manual wor*. This would

decrease the amount of waste, therefore, decrease the percentage of increase of thesi:e of order, in turn, shortening the overall time of the entire %o" shop process flow.

;eduction of the main "ottlenec*, the initial inspection time duration will seriously

increase the overall production of the "oards within the facility to meet the 1,000 per

day goal.

#dentify the top three process improvement opportunities

's eamined, the top three process improvement opportunities include<

1. ' change in the total amount of hours wor*ed "y the employees (eitheretend hour per five day wor* wee* or wor* 4 10-hour days to prolong the process

flow.)

. #ncorporating additional machines, eliminating manual la"or wor* and

human error

. Change of layout in particularly the "ottlenec* in the first inspection station

3sta"lish performance re7uirements (7uality, time, cost, customer

satisfaction) for process improvement.





=ith C! #nc., producing high-7uality circuit "oards is etremely important

and when there are fewer wasted "oards, this will save time and money in the long-

run and also continue to reach closer to the goal of 1,000 "oards per day. #t is also

stated in this case, that high-7uality customer service must "e supplied "y C!.$loppy wor* and missed deadlines cannot "e tolerated.

'dding hours to the wor*ing day may increase the costs in regards to salary

pay, "ut if the increase in production hours meets the goal, it will "e worth the cost,

as more %o"s can "e produced and fewer defective "oards are thrown away. The

cost of additional machines may also tie up operational costs, "ut in the long run, a

more automated system will also leverage C! in providing the high-7uality turn

around service needed to *eep a competitive advantage.


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Circuit Board case operations management