Computer Rentals Essay

1.a Using the dimensions we discussed in class, how would you reveal Mitchell Gold Co.s strategic position?Mitchell Gold competes by pass high quality harvest- cartridge clips at a lower price than more or less makers of similar quality furniture. They offer limited kind in relation to other makers, which allows them to be more responsive and deliver orders in a timely manner (97% on time shipment).1.b Consider the following definition of another furniture makers (Invincible IPF) businessThe warning convergence line has about 500 different items, with many of the magic spells starting as stock, unfinished wooden frames imported from Europe. But the finished furniture so-and-so be as different as the imaginations of the designers, with 60 different standard finishes for the wood and an almost unlimited selection of upholstery provided by designers. Because each piece is hand finished by rag and brush and made to order, the mould can take 12 weeks or longer, with one custo m-made delight cabinet nearing completion after almost six months. (The Record, Bergen County, NJ, 12/09/2001)How would you prognosticate that Mitchell Golds production processes differ from those of Invincible IPF? Be indisputable to discuss the nature of the production equipment and the placement of inventory.MG offers less variety and has greater volume than Invincible. Consequently, MG apparent uses more specialized equipment eon Invincible has primarily general-purpose equipment.Since designers provide upholstery provided for custom orders, Invincible should befool little raw material and no finished goods. MG likely has higher raw material and finished goods inventory. Given the long descend times, Invincible likely has much higher WIP levels.Question 22.a In The Goal, Jonah asks Alex 3 questions Did your throughput increase? Did your inventories lower? Did your process cost decline? Define each of the three italicized terms for a process and formulate why a positive answer to each of the three questions may be classified as an improvement.Throughput comprises to the rate at which stop units flow through the process. Throughput in general should correspond to sales not production. If the product has a positive margin, an increase in throughput increases positive cash flows. Inventories correspond to the number of flow units within process boundaries. Decreasing inventories decreases the amount of works capital required. It also decreases any drop-off in inventory nurture due to obsolescence. Process cost refers to the cost incurred in transforming inputs to outputs. A reduction in process cost increases margin and thus pro raimentability.2.b Many beginner immobiles have made flow time reduction a find objective. Discuss under which conditions a reduction in flow time improves performance of a process in terms of the modules we have discussed1. strategic & competitive impactReducing flow time allows a firm to target customer segments tha t may want a faster response. It also allows a firm to be more responsive to volume and assay limitings of the customer.2. impact on financial flowsCash is tied up as working capital for a shorter amount of time.3. impact on detailed pathThe critical path gets shorter.4. impact on constrictionsBottleneck content may go up only if the flow time at the blockade is reduced.5. impact on lean operationsGenerally allows a firm to operate with lower levels of inventory. Also shortens the time lag amidst introduction and detection of defects.2.c List three ways to increase the susceptibility of a process. Consider the likely relative cost of implementing these changes and present them in order from cheapest to most expensive to implement. Explain the rationale for your ordering.Option 1Decrease work at the bottleneck resource (e.g. by touching QC before bottleneck)Option 2 Move work from a bottleneck to a non-bottleneck resource.Option 3Add to the bottleneck resource principleMoving QC before the bottleneck is a very simple change that eliminates work even if quality does not improve. Moving work from a bottleneck to a non-bottleneck resource requires training and changed capability at the non-bottleneck resource. Adding to the bottleneck clearly requires additional investment.Question 3The three hair stylists, Francois, Bernard and Mimi (FBM) electioneering a Fast Service Hair Styling Saloon for busy professionals in the Gold Coast area of downtown Chicago. They stay open mingled with 645 AM 900PM in order to fit to a large variety of peoples work schedules. In their fast service location, they perform only shampooing and hair styling activities. On average, it takes 10 min to shampoo, 15 min to style the hair and 5 legal proceeding to bill the customer. The store layout is shown below. It consists of a shampooing area, which can accommodate 3 customers at a time and a styling area with 4 desks, which have full integrated hair-modeling equipment.