EBK PRINCIPLES OF OPERATIONS MANAGEMENT
10th Edition
ISBN: 8220102744059
Author: HEIZER
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
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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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
EBK PRINCIPLES OF OPERATIONS MANAGEMENT
Ch. 7.S - Prob. 1DQCh. 7.S - Prob. 2DQCh. 7.S - Prob. 3DQCh. 7.S - Prob. 4DQCh. 7.S - Prob. 5DQCh. 7.S - Distinguish between bottleneck time and throughput...Ch. 7.S - Prob. 7DQCh. 7.S - Prob. 8DQCh. 7.S - Prob. 9DQCh. 7.S - Prob. 10DQ
Ch. 7.S - Prob. 11DQCh. 7.S - Prob. 12DQCh. 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. 3PCh. 7.S - Prob. 4PCh. 7.S - Prob. 5PCh. 7.S - The effective capacity and efficiency for the next...Ch. 7.S - Southeastern Oklahoma State Universitys business...Ch. 7.S - Prob. 8PCh. 7.S - Prob. 9PCh. 7.S - Prob. 10PCh. 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. 14PCh. 7.S - 10 minutes per unit. Part 2 is simultaneously...Ch. 7.S - Prob. 16PCh. 7.S - Prob. 17PCh. 7.S - Using the data in Problem S7.17: a) What is the...Ch. 7.S - Prob. 19PCh. 7.S - Prob. 20PCh. 7.S - Prob. 21PCh. 7.S - Prob. 22PCh. 7.S - Prob. 23PCh. 7.S - Prob. 24PCh. 7.S - Prob. 25PCh. 7.S - Prob. 26PCh. 7.S - Prob. 27PCh. 7.S - Prob. 32PCh. 7.S - Prob. 33PCh. 7.S - Prob. 34PCh. 7.S - Prob. 35PCh. 7.S - Prob. 36PCh. 7.S - Prob. 37PCh. 7.S - Prob. 38PCh. 7.S - Prob. 39PCh. 7.S - Prob. 1VCCh. 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. 1DQCh. 7 - Prob. 2DQCh. 7 - Prob. 3DQCh. 7 - Prob. 4DQCh. 7 - Prob. 5DQCh. 7 - Prob. 6DQCh. 7 - Prob. 7DQCh. 7 - Prob. 8DQCh. 7 - Prob. 9DQCh. 7 - Prob. 10DQCh. 7 - Prob. 11DQCh. 7 - Prob. 12DQCh. 7 - Prob. 13DQCh. 7 - Prob. 14DQCh. 7 - Prob. 15DQCh. 7 - Prob. 16DQCh. 7 - Prob. 17DQCh. 7 - Prob. 18DQCh. 7 - Prob. 19DQCh. 7 - Prob. 1PCh. 7 - Usingthedatain Problem 7.1, determinethemost...Ch. 7 - Prob. 3PCh. 7 - Refer to Problem 7.1. If a contract for the second...Ch. 7 - Stan Fawcetts company is considering producing a...Ch. 7 - Prob. 6PCh. 7 - Prob. 7PCh. 7 - Prob. 8PCh. 7 - Metters Cabinets, Inc., needs to choose a...Ch. 7 - Prob. 10PCh. 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. 15PCh. 7 - Prob. 16PCh. 7 - Prob. 17PCh. 7 - Prob. 1CSCh. 7 - Prob. 2CSCh. 7 - Prob. 3CSCh. 7 - Process Strategy at Wheeled Coach Wheeled Coach,...Ch. 7 - Prob. 1.2VCCh. 7 - Prob. 1.3VCCh. 7 - Prob. 1.4VCCh. 7 - Alaska Airlines: 20-Minute Baggage...Ch. 7 - Prob. 2.2VCCh. 7 - Prob. 2.3VCCh. 7 - Prob. 2.4VCCh. 7 - Prob. 2.5VCCh. 7 - Prob. 3.1VCCh. 7 - Prob. 3.2VCCh. 7 - Prob. 3.3VCCh. 7 - Prob. 3.4VC
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