Circuit Board Fabricators, Inc. Case Analysis Week 3

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Case Summary Circuit Board Fabricators, Inc. is a small manufacturer of circuit boards located in California. (Chase, Jacobs, and Aquilano, 2004) Large computer companies such as Apple and Hewlett-Packard hire Circuit Board Fabricators to "make boards for prototypes of new products." (Chase, et al., 2004) The case study suggests that Circuit Board Fabricators has a good business plan established within the organization. CBF has implemented a largely automated process using industry standard codes to produce the four circuit boards that have been developed to be able to give quick and high quality service. There have been recent losses experienced by CBF, due to the system that is currently in place. The policy has changed and all orders placed now are being increased by 25%. The policy now places stress on the running system. On a highly-productive day, the plant produces 700 circuit boards, but "was designed to run 1,000 boards per day when running five days a week and one eight-hour shift per day." CBF has hired a consultant to discuss the reasons why they are not able to produce 1,000 boards per day as created. The following analysis will address the process flow structure, the capacity of the process, losses of the process, short and long-term recommendations for improvement opportunities. Case Question #1: What type of process flow structure is CBF using? CBF Inc. uses a job shop process flow structure, one of the four major process flow structures identified in the text. A job shop process flow structure is a "production of small batches of a large number of different products." (Chase, 2003). Further, job shop process "is a flexible operation that has several activities through which work can pass. In a... ... middle of paper ... ... not, why not? To be completely honest, in my organization, as virtual, home-based employees, our work never ends. The core group of employees work extensive hours a week. Yes, capacity balance is still a must, to avoid employee burnout. Developing a work/life balance is important for a consistent output of quality work. In addition, human error is almost inevitable in my position. The human touch of unmediated, asynchronous communication is inevitable, thankfully. The bottleneck of human mistakes is also inevitable and leaves room for improvement in my organization, the basis of Operations Management. References Chase, R., Jacobs, F., and Aquilano, R. (2004). Operations Management for Competitive Advantage. McGraw-Hill. (2007). Process Flow Structures. Retrieved on January 25, 2007 from:

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