The Jos A Banks factory seemed to be split the foremen were chiefly responsible for checking quality and plant manager were responsible for product. Jos A banks had rigid standards; workers didn’t get paid for re-work.
Bolt fabric was inspected and marked when received and any flaws were trimmed out during cutting.
There were numerous inspection areas throughout the process from beginning to end and all products were given a final inspection once production was completed.
Jos A Banks was insistent that all pieces to a particular piece of clothing were cut from the same sheet of fabric. Layered fabric was marked to match with a Soabar marking device or a Meto gun so material stayed together in same suit. There were two matching stations in the factory for accountability and to ensure fabric cut together went in same coat.
New vendor items were tested for quality characteristics, stretching, pulling, how behaved when sewn and dry cleaned before they were qualified to be a provider and Banks started with small orders from new vendors until further proof of quality was established.
6. How is this industry likely to be affected by technological …show more content…
Identify key production planning considerations (which, when and how much of each to produce, methods of dealing with short/long term changes in capacity demand).
Carrier Corporation had about 200 distributor locations for their furnaces. They used a just-in-time manufacturing system. Some distributors placed monthly orders and some weekly. 15 to 50 percent of their orders had an “at once” delivery requirement meaning they were needed within 30 days; the rest were greater than 30 day orders. Distributors made their orders through Carrier’s Order Distribution System (ODS). This system showed how much production Carrier had scheduled and how many models were available for sale in which week. This was a seasonal business and demand was greater during the second half of the year. They ran two shifts during their peak season.
Using the marketing departments six month forecast, orders on hand, and inventory on hand, the plant’s master scheduler determined what was to be produced staring with an ”aggregate plan” that specified how much labor would be required including over time or second shifts. The plan was then broke down further to specify what would be produced each week. Once the production schedule was completed no changes could be made to it for three