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Logistics: the management of the details of any complex business operation. More specifically, the movement and storage of goods together with associated information flows from the beginning to the end of the supply chain. (bitpipe. com, retrieved July, 22, 2006) In my findings there are too many issues to “fix” all at once and it is defiantly not going to get resolved over night. I am going to start with supervision at the plants. As the definition implies – the duties are, but not limited to, overseeing activity or tasks to be carried out by other people and make sure that it is performed correctly.Evidently this is an issue.  P and T facilities report that parts do not arrive on time; the consequence is that this causes costly shut-downs and leads to periodic missed contractual ship dates/times.

This can not be happening. The customer may consider canceling the contract. P and T facilities can not afford that; especially when they rely on one major contract for all or the majority of that contract in order to stay in business.

  S facility reports that the loads of parts left on time.At times when P and T facilities reported being out of parts, the parts were in a trailer in the yard adjacent to the P and T facilities. This sounds like miscommunication to me.

S facility reports that they are habitually running out of ‘accessory’ parts that were back-hauled from P and T facilities.  Instances where over seven shifts of production from a single molding machine were defective due to a malfunctioning mold. This is unacceptable, as well as costly. Where is quality control, why have they not caught this before the end of the first shift was into full production?WIP (Work-in-progress) within the stamping department – misplaced or lost? Disruption of downstream manufacturing processes, causing shipments to be missed to the P and T facilities. S facility – graveyard and weekends – only a single supervisor available in the stamping and molding departments. HR – we need more training and good trained personnel. Besides the shipping and receiving problems, we also have materials, manufacturing, scheduling, storage, and production problems along with issues with Supervision, HR, Personnel, QA and communications.

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Another issue that I would like to address; One VP overseeing all three facilities and two of these facilities are seventy miles from the other. Simpler is better. Supervision at the plants needs to be centralized. Once the new facility and can actually move in and set up for production, there will be no need for the VP to make the 70 mile trip, one way to oversee the physical operations on the facilities. Currently at the S facility, I highly recommend two Supervisors per shift.

It would be better advised to have more than a single supervisor available in the stamping and molding departments on the graveyard shift.Having two supervisors working together seems more feasible, supervisory wise, safety precautions, helps troubleshoot, aids in product QA to ensure quality product(s), helps insure there is proper scheduling and ensure that tasks are carried out efficiently and adequately. Logistics is an area that we need to look at as well. We will develop and implement a demand-driven and lean focused information technology that will adapt to our diverse business plans.

(Manufacturer. com, retrieved, July 22, 2006). This will ensure that there will be no more “lost” or “misplaced” loads of materials or products.This is also an area where communication is absolutely necessary. RFID (Radio Frequency Identification) tags (or transponders) will help not only in shipping and receiving, but also with the mobility within the warehouses. These are tags – an automated identification method. These chip-based tags can be incorporated into products for shipping identification or locating products easily, using radio frequency. This is just one of the many steps that can be used to cut time and cost in keeping track of accessories, stored products and shipments of products.

The RFID will add to the efficiency of our warehouses. (Manufacturing. net).QA (Quality Assurance), there is no excuse for over seven shifts of product being defective. The bad batches of product – made with the wrong resin.

Facilities stating that they do not have the right equipment and training to prevent such costly “mistakes”. This is where HR comes in as well as management and purchasing department. Management is responsible for supplying the proper tools, equipment and training to ensure the tasks are done accurately. Management needs to get with HR, provide appropriate training for these employees. Purchasing department needs to get the appropriate equipment for these tasks to be performed correctly.Management should also oversee the maintenance department in performing their duties in PRM (Preventive Maintenance Checks, cleaning and tune-ups) to make sure all equipment is safe and in top operating order.

This is only the beginning of the many issues that we need to solve at the P, T and S facilities. The majority of them can be solved through communication and some restructure. Relocating the facilities in one area will simplify this procedure. We just have to remember that each department and area of these facilities are interdependent on each other.As junior analyst for the Canbide Corporation, I have also been tasked to assist T, P and S facilities in problem solving and recommendation in the area of Order Entry and General Production Flow.

Order Entry is a quantifying value for management order-entry system. A balance of cost and quality, computerized order entry, documentation and charge captured to increase efficiency. A form of order entry is Inventory Control Systems, these are the ordering and monitoring techniques used to control the quantity and timing of inventory transactions.

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