Artificial Intelligence Outline

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Henry Ford College *

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605

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Industrial Engineering

Date

Nov 24, 2024

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docx

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Uploaded by ChiefUniverseRam20

1 . To what extent could (or should) Dean expect to apply the philosophies and techniques of JIT to the running of the staircase cell? (2.5 MM) Dean's proposed implementation of JIT principles in the new staircase cell of Boys and Boden shows that he is taking advantage in addressing some of the challenges encountered in the operation. Traditional JIT is frequently linked to mass production  , but JIT is all about minimizing wastage, delays and maximize efficiencies. This staircase cell is created to help achieve more flow and reduce throughput time, which the Dean acknowledges is needed. In this regard, while Boys and Boden deals in special- purpose items that are custom-made for them, these principles can still be fine-tuned to fit their manufacturing processes within a cell system.  Consider an example of a pull-based approach in the context of a staircase cell in which JIT principles are used to trigger production only when the actual customer demand is available. This can include a more varied scheduling regime where joiners perform assigned tasks following actual demands. Further, JIT concentrates on improving continually that fits in Dean'sDean's objective of developing a better cell manufacturing process. Continuous reviews and tweaks can detect the blockage points and minimize lead time while increasing end-user happiness.  Nevertheless, we need to emphasize that the unconventional character of those products makes for specific difficulties with the direct transfer of JIT methods. The cell handles non-repeatable staircase ordering; hence, the application of the just-in-time principle needs to be carefully done while at the same time allowing for flexibility and individualized solutions. The overall objective of JIT implementation in staircase cells is the minimization of wastage, but with different characteristics for individual stairs; hence a unique approach will be required in such areas as varied product specifications and customers' demands. The challenge for DeanDean is to mix up his JIT techniques with the specialized nature of the company's joinery products in such a way that using those JIT tools improves and does not impede the firm's capacity to meet customer demands.  2. What are likely to be the main categories of costs and benefits in establishing the cell? Are there any non-financial benefits which should be taken into account? (2.5 MM)  Boys and Boden's management should evaluate the costs and benefits of creating the staircase cell. On the cost side, there are high upfront costs of equipping the cell. These include buying equipment with unique designs, staircase-specific tools, and even training the joiners working in the cell. Moreover, the transformation costs are associated with the shift from the existing workflow to a new cell arrangement. However, these transition costs could be expensive,

2 considering there could be ongoing project disruptions and resistance from a workforce accustomed to the current operations model. Nevertheless, the advantages of creating a cell are just as good. A possible benefit would be reduced lead times, for which the simplified operations within the cell could help to reduce the turnaround period for staircase orders. Efficiency improvement and waste reduction may result in cost savings. These advantages over Boys and Boden's competitors based on cost and delivery times might drive more staircase orders to them and thus increase their production volume. Moreover, joiners specializing in the cell achieve non-financial benefits like job satisfaction, development  of skills, and a favourable working environment where the production process is concentrated and orderly.  However, Boys and Boden must undertake an extensive cost-benefit assessment involving both short- and long-term effects. Though these expenses might be expensive initially, they have a long-term competitive advantage over competitors and customers and even boost operational efficiency. To achieve success in the cell and meet the strategic requirements of Boys and Boden, it will be essential to strike a balance between minimizing expenditure and gaining maximum benefit.   3. How different would the cell work (job design) be to that in the main Joinery Department? (2.5 MM)  The type of work that will be done under this step-cell differs from the broad tasks executed by the central Joinery department at Boys and Benson. Joiners become specialized in specific aspects of staircase construction within a cell. The work design in the cell is customized to the particular stairs manufacturing process and differs from the broader scope of responsibilities within the primary department. Joiners can specialize in the finer details of staircase construction, creating an efficient and accurate work product.  For example, it will ensure that the processes will be streamlined and interconnected within the cell, stressing more on tasks related to creating a staircase. The primary department deals with a wide variety of joinery products, but the design of the cell's work restricts it to standardized processes, especially in producing standard staircases. By taking this focused approach, joiners learn to make the sequential tasks necessary for the production of stairs, hence making the workflow more efficient. Besides, it makes the cell more orderly as there is less diversity of tasks in each cell, so more work is done.  The specialization trend also affects the skills of the joiners in the cells. Unlike the skills required in the main Joinery Department, joiners in the cell would specialize and focus on staircase construction. Such targeted skill development not only ensures faster and better quality production but also helps to improve competitiveness in terms of quality. In the context of the rest of the department, the cell's work design is an exception, but it is a strategy that addresses the unique needs of a staircase.

3  4. What risks are associated with Dean's proposal? (2.5 MM)  The risks attached to the dean's proposition to have a staircase cell for boys and boys should be considered. Demand uncertainty is one of the most critical factors. However, if those special-ordered steps do not appear as anticipated, the cell may be under-utilized. This would be a financially unproductive venture since it would cause setting up and operational costs and reduced morale among the specialized workforce within the cell. To limit this risk, Boys and Boden should conduct a detailed market study to accurately forecast the demand dynamics and the size of a needed cell's capacity.  Another significant risk is the current staff will resist that change. There is a radical change in the joiner's operations from the process of the current workflow to the formation of the new cell. The joiners are habituated with the prevailing operating model, which can resist changes in the processes, thus leading to hindrances in their productivity and postponement of cells. Therefore, change management policy should be proactive in mitigating this risk. It is possible to reduce resistance by involving the workforce in the decision-making process, communicating the benefits of the cell to workers and providing training and support on the new processes.  Also, this involves a risk of distress during the first adaptation stage to a new environment. It can affect production as ongoing projects in the main Joinery Department may experience temporary setbacks. Joiners could experience initial inefficiencies due to the learning  curve associated with the new processes in the cell. These transition risks must be carefully planned, phased implementation, continuous monitoring and adjustment must be managed and minimized. Acknowledging and anticipating these potential disturbances will assist Boys and Boden in adjusting to the cell while maintaining the optimal flow of activities until the shift is completed.  The other risk involves making an upfront investment for establishing a cell. The return on this investment may be less than expected if there are unanticipated market conditions or customer preferences changes. However, the company will incur a financial risk should the demand for specially-made stairs remain the same as expected. This may have implications for the cell's operations. Therefore, a comprehensive cost-benefit analysis should be performed beforehand, understanding that the organization must adapt the cell's operations in real-time to market feedback. Managing this financial risk will depend on flexibility in the strategy and responsiveness to changing market dynamics.

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