"CUSTOM MOLDS INC" Case Study

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Information about "CUSTOM MOLDS INC" Case Study
Business

Published on April 19, 2009

Author: amitanshu

Source: slideshare.net

CUSTOM MOLDS, INC PRESENTED BY: AMITANSHU SRIVASTAVA ALOK KUMAR ABHISHEK SAXENA A N PANIGRAHI Amar Tiwari ANKUR GOLCHA

A BRIEF SKETCH  Established father-son business.  Began with focus on molds and later expanded into the production of plastic parts.  Has traditionally focused on quality, design of both molds and parts, mass production as well as customization.  Total order numbers have remained the same, but clients’ needs have shifted.

ISSUES  Changing strategies within their clients’ businesses changed order needs in an unexpected way.  Total time from order placement to receipt by customer is much longer than promised.  more and more products defective.  bottlenecks in production  can’t predict where, when, why.

FLOW DIAGRAM: MOLD PROCESS ORDER RAW ORDER DESIGN MATERIAL RECEIVED REVIEW AND TOOLING MATERIAL RECEIVED MOLD FABRICATION SCHEDULED TESTING AND FABRICATED INSPECTION CLEAN PACKING AND AND SHIPPING POLISH

FLOW DIAGRAM: PARTS PROCESS RAW MATERIAL PART AND RAW ORDER ORDERED AND RAW MATERIAL MATERIAL SPECS RECEIVED PRODUCTION RECEIVED REVIEWED SCHEDULED MOLD SECURED SLURRY MATERIAL WET MATERIALS FROM INVENTORY TRANSFERRED TO MIXED INTO DRY MIXED OR FABRICATION HOLDING TANK SLURRY AND BLENDED PARTS INSPECTION PARTS CUT AND TRIM PACKING AND (ASSEMBLY NO MOLDED OPERATION SHIPPING NEEDED) YES ADDITIONAL ASSEMBLY

Analysis  Many issues are the result of general inefficiency in several departments:  Offices: Design conceptualization taking too long, ideas go back and forth between engineers and managers and customers far too much.  Mold fabrication: Needs have changed; need to make very small batches of many different designs, necessitating more runs on different settings (flexible flow strategy).

ANALYSIS  Parts fabrication (injection, assembly): Needs to make large batches of the same design, necessitating fewer (longer) runs on the same settings.  Testing: Could probably be more efficient in terms of time spent, and there are too many defects.  Receiving, mixing, and shipping not apparently a problem; do not account for much time spent on project.

Recommendations  In mold fabrication: focus on many, small-capacity, specialized machines with more workers to oversee settings.  In parts fabrication (injection, assembly, cutting & trimming): focus on few, large capacity specialized machines with fewer workers, as there are few settings- changes to oversee.  Move testing area to more central location for more time- efficient movement of goods back and forth and increased, easier communication between testers and office and manufacturing areas so that problems that caused defects can be quickly recognized and fixed.

Recommendations  Office:  Make order placement based on ability to complete product requested in time promised (through communication with other departments).  Coordinate inter-department communication in design development with more efficient process (not so much back and forth); CUT TIME SPENT IN HALF.

Recommendations: Alternative  Analyze market and decide, based on the changes in the needs of the market, whether to focus on parts OR molds.  proceed with applicable recommendations made previously

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