. Why do you think major auto manufacturers do not build ambulances? 2. What is an alternative process strategy to the assembly line that Wheeled Coach currently uses? 3. Why is it more efficient for the work cells to prepare “mod-ules” and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line? 4. How does Wheeled Coach manage the tasks to be performed at each work station

Wheeled Coach, based in Winter Park, Florida, is the world’s largest manufacturer of ambulances. Working four 10-hour days each week, 350 employees make only custom-made ambulances; virtually every vehicle is unique. Wheeled Coach accommodates the marketplace by providing a wide variety of options and an engineering staff accustomed to innovation and custom design. Continuing growth, which now requires that more than 20 ambu-lances roll off the assembly line each week, makes process design a continuing challenge. Wheeled Coach’s response has been to build a focused factory: Wheeled Coach builds nothing but ambulances. Within the focused factory, Wheeled Coach estab-lished work cells for every major module feeding an assembly line, including aluminum bodies, electrical wiring harnesses, interior cabinets, windows, painting, and upholstery. Labor standards drive the schedule so that every work cell feeds the assembly line on schedule, just-in-time for installations. The chassis, usually that of a Ford truck, moves to a station at which the aluminum body is mounted. Then the vehicle is moved to painting. Following a custom paint job, it moves to the assembly line, where it will spend 7 days. During each of these 7 workdays, each work cell delivers its respective module to the appropriate position on the assembly line. During the first day, electrical wir-ing is installed; on the second day, the unit moves forward to the station at which cabinetry is delivered and installed, then to a win-dow and lighting station, on to upholstery, to fit and finish, to fur-ther customizing, and finally to inspection and road testing. The Global Company Profile featuring Wheeled Coach, which opens Chapter 14 , provides further details about this process.

1. Why do you think major auto manufacturers do not build ambulances?

2. What is an alternative process strategy to the assembly line that Wheeled Coach currently uses?

3. Why is it more efficient for the work cells to prepare “mod-ules” and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line?

4. How does Wheeled Coach manage the tasks to be performed at each work station?