OPERATIONS MANAGEMENT -CONNECT
OPERATIONS MANAGEMENT -CONNECT
14th Edition
ISBN: 9781265205751
Author: Stevenson
Publisher: MCG
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Chapter 15.2, Problem 3.2RQ

READING AT 3M, A LONG ROAD BECAME A SHORTER ROAD

One of 3M's many products is a plastic hook. Production occurred at several widely scattered locations in the Midwest. The process started in a Springfield, Missouri, plant that made adhesives, which were then shipped about 550 miles to a plant in Hartford City, Indiana, where the adhesive was applied to foam. Next, the foam was shipped another 600 miles to a plant near Minneapolis, Minnesota, where the foam was cut into individual pieces and imprinted with the 3M logo. Finally the foam pieces were s hipped to a plant in central Wisconsin, another 200 miles or so, where they were bundled with the hooks and packages for sale. This entire process took over a hundred days and over 1,000 miles to complete.

3M eventually consolidated operations in a s ingle plant in Hutchinson, Minnesota, where a number of other 3M products are made. That eliminated all the travel and reduced the process time by two-thirds.

Situations like this can a rise when businesses acquire other companies and then elect to maintain their processing operations in their current locations.

2. This reading offers one possible reason for the existence of a long supply process. Can you think of some other possible reasons for long supply processes?

Based on: "3M Begins Untangling Their Hairballs." The Wall Street Journal, May 17, 2012.

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View the video Noodles & Company (8.28minutes, Ctrl + Click on the link); what are your key takeaways (tie to one or more of the topics discussed in Chapters 7 & 7S – service process design, type of job design, methods analysis, work methods, job design, learning curve effect, etc.) after watching this video. https://media.gaspar.mheducation.com/GASPARPlayer/play.html?id=E5i8OKgpqhwywhgFmpp1bmM Note: As a rough guideline, please try to keep the written submission to one or two paragraphs.    2) Leland, the job analyst at Zevo Toys, wanted to perform a time study on the assembling of toys. He observed one of the workers, Magorium, for five hours. During that time, Magorium assembled 250 toys. Leland rated Magorium as performing at 110 percent. The allowance for rest, personal time, etc. at Zevo Toys is 12 percent.   a) Compute the normal time for the job. b) Compute the standard time for the job.   Note: You could work out the problem by hand or use excel; in chapter 7,…
1) Noodles & Company   View the video Noodles & Company (8.28minutes, Ctrl + Click on the link); what are your key takeaways (tie to one or more of the topics discussed in Chapters 7 & 7S – service process design, type of job design, methods analysis, work methods, job design, learning curve effect, etc.) after watching this video. https://media.gaspar.mheducation.com/GASPARPlayer/play.html?id=E5i8OKgpqhwywhgFmpp1bmM Note: As a rough guideline, please try to keep the written submission to one or two paragraphs.    2) Leland, the job analyst at Zevo Toys, wanted to perform a time study on the assembling of toys. He observed one of the workers, Magorium, for five hours. During that time, Magorium assembled 250 toys. Leland rated Magorium as performing at 110 percent. The allowance for rest, personal time, etc. at Zevo Toys is 12 percent.   a) Compute the normal time for the job. b) Compute the standard time for the job.   Note: You could work out the problem by hand or use…
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