Pearson eText Principles of Operations Management: Sustainability and Supply Chain Management -- Instant Access (Pearson+)

11th Edition

ISBN: 9780135639221

Author: Jay Heizer, Barry Render

Publisher: PEARSON+

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Textbook Question

Chapter 7, Problem 1.1VC

Process Strategy at Wheeled Coach

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 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 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 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, The Global Company Profile featuring Wheeled Coach, which opens Chapter 14, provides further details about this process.

Discussion Questions*

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 “modules” 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?

*You may wish to view the video that accompanies this case before addressing these questions.

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Chapter 7, Problem 3CS

Chapter 7, Problem 1.2VC

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Process Strategy at Wheeled Coach 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 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 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…

PROCESS STRATEGY AT WHEELED COACH Wheeled Coach, based in Winter Park, Florida, is the world’s largest manufacturer of ambulance. 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 established 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 feed the assembly line on schedule, just-in-time for installations. The chassis, usually that of a Ford truck, moves to a…

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…

Chapter 7 Solutions

Pearson eText Principles of Operations Management: Sustainability and Supply Chain Management -- Instant Access (Pearson+)

Ch. 7.S - Prob. 1DQ Ch. 7.S - Prob. 2DQ Ch. 7.S - Prob. 3DQ Ch. 7.S - Prob. 4DQ Ch. 7.S - Prob. 5DQ Ch. 7.S - Distinguish between bottleneck time and throughput...Ch. 7.S - Prob. 7DQ Ch. 7.S - Prob. 8DQ Ch. 7.S - Prob. 9DQ Ch. 7.S - Prob. 10DQ

Ch. 7.S - Prob. 11DQ Ch. 7.S - Prob. 12DQ Ch. 7.S - What are the techniques available to operations...Ch. 7.S - Amy Xias plant was designed to produce 7,000...Ch. 7.S - For the post month, the plant in Problem S7.1,...Ch. 7.S - Prob. 3P Ch. 7.S - Prob. 4P Ch. 7.S - Prob. 5P Ch. 7.S - The effective capacity and efficiency for the next...Ch. 7.S - Southeastern Oklahoma State Universitys business...Ch. 7.S - Prob. 8P Ch. 7.S - Prob. 9P Ch. 7.S - Prob. 10P Ch. 7.S - The three-station work cell illustrated in Figure...Ch. 7.S - The three-station work cell at Pullman Mfg., Inc....Ch. 7.S - The Pullman Mfg., Inc., three-station work cell...Ch. 7.S - Prob. 14P Ch. 7.S - 10 minutes per unit. Part 2 is simultaneously...Ch. 7.S - Prob. 16P Ch. 7.S - Prob. 17P Ch. 7.S - Using the data in Problem S7.17: a) What is the...Ch. 7.S - Prob. 19P Ch. 7.S - Prob. 20P Ch. 7.S - Prob. 21P Ch. 7.S - Prob. 22P Ch. 7.S - Prob. 23P Ch. 7.S - Prob. 24P Ch. 7.S - Prob. 25P Ch. 7.S - Prob. 26P Ch. 7.S - Prob. 27P Ch. 7.S - Prob. 28P Ch. 7.S - Prob. 29P Ch. 7.S - Prob. 30P Ch. 7.S - Prob. 31P Ch. 7.S - Prob. 32P Ch. 7.S - Prob. 33P Ch. 7.S - Prob. 34P Ch. 7.S - Prob. 35P Ch. 7.S - Prob. 36P Ch. 7.S - Prob. 37P Ch. 7.S - Prob. 38P Ch. 7.S - Prob. 39P Ch. 7.S - Prob. 40P Ch. 7.S - Prob. 41P Ch. 7.S - Prob. 42P Ch. 7.S - Prob. 43P Ch. 7.S - Prob. 44P Ch. 7.S - Prob. 45P Ch. 7.S - Prob. 1VC Ch. 7.S - a capacity expansion plan and a new 11-story...Ch. 7.S - a capacity expansion plan and a new 11-story...Ch. 7 - Ethical Dilemma For the sake of efficiency and...Ch. 7 - Prob. 1DQ Ch. 7 - Prob. 2DQ Ch. 7 - Prob. 3DQ Ch. 7 - Prob. 4DQ Ch. 7 - Prob. 5DQ Ch. 7 - Prob. 6DQ Ch. 7 - Prob. 7DQ Ch. 7 - Prob. 8DQ Ch. 7 - Prob. 9DQ Ch. 7 - Prob. 10DQ Ch. 7 - Prob. 11DQ Ch. 7 - Prob. 12DQ Ch. 7 - Prob. 13DQ Ch. 7 - Prob. 14DQ Ch. 7 - Prob. 15DQ Ch. 7 - Prob. 16DQ Ch. 7 - Prob. 17DQ Ch. 7 - Prob. 18DQ Ch. 7 - Prob. 19DQ Ch. 7 - Prob. 1P Ch. 7 - Usingthedatain Problem 7.1, determinethemost...Ch. 7 - Prob. 3P Ch. 7 - Refer to Problem 7.1. If a contract for the second...Ch. 7 - Stan Fawcetts company is considering producing a...Ch. 7 - Prob. 6P Ch. 7 - Prob. 7P Ch. 7 - Prob. 8P Ch. 7 - Metters Cabinets, Inc., needs to choose a...Ch. 7 - Prob. 10P Ch. 7 - Nagle Electric. Inc., of Lincoln, Nebraska, must...Ch. 7 - Stapleton Manufacturing intends to increase...Ch. 7 - Prepare a flowchart for one of the following: a)...Ch. 7 - Prepare a process chart for one of the activities...Ch. 7 - Prob. 15P Ch. 7 - Prob. 16P Ch. 7 - Prob. 17P Ch. 7 - Prob. 1CS Ch. 7 - Prob. 2CS Ch. 7 - Prob. 3CS Ch. 7 - Process Strategy at Wheeled Coach Wheeled Coach,...Ch. 7 - Prob. 1.2VC Ch. 7 - Prob. 1.3VC Ch. 7 - Prob. 1.4VC Ch. 7 - Alaska Airlines: 20-Minute Baggage...Ch. 7 - Prob. 2.2VC Ch. 7 - Prob. 2.3VC Ch. 7 - Prob. 2.4VC Ch. 7 - Prob. 2.5VC Ch. 7 - Prob. 3.1VC Ch. 7 - Prob. 3.2VC Ch. 7 - Prob. 3.3VC Ch. 7 - Prob. 3.4VC

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Solution Summary: The author explains that WC Company is the largest builder of ambulances in the world.

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