To: Joseph Heim
From: Jake Owin Ell
Date: May 25, 2017
Subject: Methods of Manufacturing
PlayTime’s restructuring into an In-House manufacturer, requires us to develop our own manufacturing design. As a company, we will have to very carefully consider what kind of management operations we would like to construct and maintain. There is a lot that needs to be taken care of within this desertion. As a result, this memo will give an overview of five different organizations, four of which are located in the Puget Sound area: Terex / Genie, Kenworth, AMPAC, Red Dot, and Norcen Industries. This memo will talk about both how they are structured and their production systems.
High volume Low volume Job shop/ custom
Continuous
Improvement …show more content…
Every company will mix and match techniques in order to maximize its performance, and to satisfy the needs of its consumers. The company might even try to keep their production system dynamic by having a various amount of change occurring frequently in as a result of sudden changes in demand. Red Dot is an excellent example of a company which makes these changes rapidly in a matter of hours. However, very few companies have the luxury of having the opportunity to capitalize on its fluidity. Most other companies such as Terex / Genie, Kenworth, and AMPAC are much less fluid and flexible preventing them from allowing changes to occur rapidly. However, these companies do undergo changes in a slower period, due to the need for meticulous analysis of its operations. One example of slow change, was at Terex / Genie when they built a full-scale wood frame assembly line in order to make sure they had enough space to mover their steel structure into its new …show more content…
However, there are multiple ways companies respect their employees. The first example I saw during my observations was at Terex / Genie. They explicitly said multiple times that its people are part of a family. This is intended to create an environment in which each person can communicate with each other no matter their rank or positon. Boards were developed that had how the employee’s moral was, and incentivized the employees to give an accurate representation of their moral. This creates discussions between mangers and the floor staff spurting continuous improvement and boosting moral among all the employee’s moral leaving the company in a beneficial and productive environment. A different way that employees were respected was at Kenworth. Scheduled kaizen events are used to engage the floor staff with the management team to act as a catalyst for improvements. This gives the responsibility of making improvements is to the employees who know more about the manufacturing system and what can improve it. Doing this incentivizes the employees to make changes to the system as it directly affects their day to day activities and overall improves the atmosphere on the
From: Jake Owin Ell
Date: May 25, 2017
Subject: Methods of Manufacturing
PlayTime’s restructuring into an In-House manufacturer, requires us to develop our own manufacturing design. As a company, we will have to very carefully consider what kind of management operations we would like to construct and maintain. There is a lot that needs to be taken care of within this desertion. As a result, this memo will give an overview of five different organizations, four of which are located in the Puget Sound area: Terex / Genie, Kenworth, AMPAC, Red Dot, and Norcen Industries. This memo will talk about both how they are structured and their production systems.
High volume Low volume Job shop/ custom
Continuous
Improvement …show more content…
Every company will mix and match techniques in order to maximize its performance, and to satisfy the needs of its consumers. The company might even try to keep their production system dynamic by having a various amount of change occurring frequently in as a result of sudden changes in demand. Red Dot is an excellent example of a company which makes these changes rapidly in a matter of hours. However, very few companies have the luxury of having the opportunity to capitalize on its fluidity. Most other companies such as Terex / Genie, Kenworth, and AMPAC are much less fluid and flexible preventing them from allowing changes to occur rapidly. However, these companies do undergo changes in a slower period, due to the need for meticulous analysis of its operations. One example of slow change, was at Terex / Genie when they built a full-scale wood frame assembly line in order to make sure they had enough space to mover their steel structure into its new …show more content…
However, there are multiple ways companies respect their employees. The first example I saw during my observations was at Terex / Genie. They explicitly said multiple times that its people are part of a family. This is intended to create an environment in which each person can communicate with each other no matter their rank or positon. Boards were developed that had how the employee’s moral was, and incentivized the employees to give an accurate representation of their moral. This creates discussions between mangers and the floor staff spurting continuous improvement and boosting moral among all the employee’s moral leaving the company in a beneficial and productive environment. A different way that employees were respected was at Kenworth. Scheduled kaizen events are used to engage the floor staff with the management team to act as a catalyst for improvements. This gives the responsibility of making improvements is to the employees who know more about the manufacturing system and what can improve it. Doing this incentivizes the employees to make changes to the system as it directly affects their day to day activities and overall improves the atmosphere on the