The purpose of the Assignment is to have you explore, in modest depth, the process andoperations strategy function of a case study organization.Preamble:Wheeled Coach headquartered in Winter Park, Florida, is the largest manufacturer ofambulances in the world. The $200 million firm is an international competitor that sells morethan 25% of its vehicles to markets outside the U.S. Twelve major ambulance designs areproduced on assembly lines (i.e., a repetitive process) at the Florida plant, using 18,000different inventory items, of which 6,000 are manufactured and 12,000 purchased. Most ofthe product line is custom designed and assembled to meet the specific and often uniquerequirements demanded by the ambulance's application and customer preferences.Case Study:Wheeled Coach, working four 10-hour days each week, 350 employees make only custom-made ambulances; virtually every vehicle is unique. Wheeled Coach accommodates themarketplace by providing a wide variety of options and an engineering staff accustomed toinnovation and custom design. Continuing growth, which now requires that more than 20ambulances roll off the assembly line each week, makes process design a continuingchallenge. Wheeled Coach's response has been to build a focused factory: Wheeled Coachbuilds nothing but ambulances. Within the focused factory, Wheeled Coach established workcells for every major module feeding an assembly line, including aluminium bodies, electricalwiring harnesses, interior cabinets, windows, painting, and upholstery. Labour standardsdrive the schedule so that every work cell feeds the assembly line on schedule, just-in-timefor installations. The chassis, usually that of a Ford truck, moves to a station at which thealuminium body is mounted. Then the vehicle is moved to painting. Following a custom paintjob, 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 wiring is installed; on the second day, the unit moves forwardto the station at which cabinetry is delivered and installed, then to a window and lightingstation, on to upholstery, to fit and finish, to further customizing, and finally to inspection androad testing. 4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver themto the assembly line than it would be to produce the component (e.g., interiorupholstery) on the line.5. Find an alternative process strategy to the assembly line that Wheeled Coach currentlyuses. Justify your proposal.

Process strategies: These are the strategies which help in transforming the raw materials into…

4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line. 5. Find an alternative process strategy to the assembly line that Wheeled Coach currently uses. Justify your proposal.

4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line. 5. Find an alternative process strategy to the assembly line that Wheeled Coach currently uses. Justify your proposal.

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Automation in manufacturing processes

The term automation refers to the technique through which the creation of an apparatus takes place using an automatic process or a system. Let us try to understand this with an example.

Question

The purpose of the Assignment is to have you explore, in modest depth, the process and
operations strategy function of a case study organization.
Preamble:
Wheeled Coach headquartered in Winter Park, Florida, is the largest manufacturer of
ambulances in the world. The $200 million firm is an international competitor that sells more
than 25% of its vehicles to markets outside the U.S. Twelve major ambulance designs are
produced on assembly lines (i.e., a repetitive process) at the Florida plant, using 18,000
different inventory items, of which 6,000 are manufactured and 12,000 purchased. Most of
the product line is custom designed and assembled to meet the specific and often unique
requirements demanded by the ambulance's application and customer preferences.
Case Study:
Wheeled Coach, 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
ambulances 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 established work
cells for every major module feeding an assembly line, including aluminium bodies, electrical
wiring harnesses, interior cabinets, windows, painting, and upholstery. Labour 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
aluminium 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 wiring is installed; on the second day, the unit moves forward
to the station at which cabinetry is delivered and installed, then to a window and lighting
station, on to upholstery, to fit and finish, to further customizing, and finally to inspection and
road testing.

4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver them
to the assembly line than it would be to produce the component (e.g., interior
upholstery) on the line.
5. Find an alternative process strategy to the assembly line that Wheeled Coach currently
uses. Justify your proposal.

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