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ISCOM 305 Assignment New product Launch Plan organization approval (Apple)

FOR MORE CLASSES VISIT Research and identify an organization that will be used for this and subsequent Learning Team assignments. Attain faculty approval. Write a 700- to 1,050-word paper in which you identify a new product your company will introduce. Address each of the following in your paper: 

Identify your company and give a short background on the business including their mission, vision, goals, and objectives. Identify the new product you will develop and roll out to the customer. Describe how the design team will include the following functions and organizations, explaining the role for each team member: o Marketing o Engineering o Operations o Supply Chain o Quality o Key Suppliers How will you use technology in the development, manufacture, and supply chain of your new product?


How will you ensure the quality of the product in its design and production?

Format your paper consistent with APA guidelines The company it needs to be on Apple and they product they are developing is a water resistant phone. I chose this topic because one of Apples competitors Verizon recently came out with their own water resistant phone. ===========================================

ISCOM 305 CASE PROBLEM 16 2 Wheres My Cart

FOR MORE CLASSES VISIT CASE PROBLEM 16.2: Where’s My Cart? The Senior Seminar at Allegheny State requires students to complete a process improvement project with local industry. Jim Davis and Leanna Hearn have been assigned to Wiley Construction. Here is their report. Wiley Construction Company History Founded in 1975, Wiley Construction was one of the first designers and builders of wooden roof trusses. Over the past 40 years Wiley has prospered, and it now has office and manufacturing space of

approximately 132,200 square feet and additional lumber storage facilities of about 22,300 square feet, on a 60-acre site near the Monongahela River in Pittsburgh, Pennsylvania. Utilization of this space has never been difficult, and in the fall of 2000 Wiley proudly opened a new 6000-square-foot showroom, which serves as an educational building center and showcase for many of the products it builds and/or sells. In addition to its core roof truss business, Wiley now has over 200 employees designing and building floor truss systems and preconstructed interior and exterior wall systems. Joseph Wiley, the founder and chairman of Wiley Construction, not only wanted to build superior roofing systems, he also envisioned the idea of prepackaging an entire house. The package of materials, from foundation blocks to roofing shingles, would be available through one source. This idea soon led for a custom-designed line of homes, called Wiley Homes. The key selling point to these “prepackaged� homes besides convenience and accuracy, was that, while the interior layout was universally applicable, the exterior of the home was designed with a very local flavor. The exemplary reputation of the Wiley Home program as well as attention to customer service, prompt delivery times, and accurate product specifications allowed Wiley to become an international supplier of quality building products. Their products have been shipped to dozens of countries, including Russia, Germany, Spain, Japan, Korea, China, Greece, Turkey, Mexico, and Chile. Gary Cox replaced Joe Wiley as president of Wiley Construction in January 2013. Executive Vice President Ciro Alvarez is one of the many highly skilled and motivated Wiley professional management employees. To accomplish its diverse objectives, the company has assembled a team of employees with degrees in Architecture, Building Construction, Civil Engineering, Math, Forestry, Wood Science, Accounting, Business, International Relations, Computer Science, Architectural Technology, and Biological Systems Engineering.

Technology From the days of hand drafting and manually designed framing layouts, Wiley now utilizes highly automated methods of production as well as completely computerized design programs. These technologies have resulted in annual sales approaching $25 million. The most automated piece of equipment at their Pittsburgh facility is a Uni-saw, a highly sophisticated machine capable of simultaneously making the necessary angle adjustments on four circular saw blades. One of Wiley’s newest endeavors is the construction of prefabricated wall panels, for which it now has a new wall panel machine to more efficiently construct a higher quality wall panel. The new partially computer-controlled machine was designed especially for Wiley and is one of the best in the industry. In order to maximize the utility of its automated capabilities, Wiley employs nearly 50 computer operators and programmers experienced in engineering, design, export, sales, and accounting software systems. Central to the operation is the highly specialized wooden-truss design program used by the engineering staff. To ensure that all of this technology results in the highest quality products, the Wiley production facility is one of a very small percentage of facilities that opens their doors to the rigid quality-control specifications of the Pre-Fab Construction Industry. Current Production Process Wiley Housing Systems, Inc., is a batch production company that specializes in make-to-order timber housing systems. The manufacturing facility is over 100,000 square feet in size (see the accompanying figure) and is sectioned off into different areas such as wall, floor, and roof truss assembly, raw material cutting, and metal storage. Each of the assembly lines is fed by a common 26,000 square foot on-site supply point. The only required materials are common-sized lumber (i.e., 2 × 4, 2 × 6, etc.), aluminum connecting plates, and nails. However, each of the processes is tailored to meet customer demands and specifications.

All of Wiley’s products are constructed of standard dimensional lumber that arrives via truck or train and is stockpiled in its lumber yard. Typically, Wiley has enough lumber on site for two weeks of continuous operation without replenishment. All other inventory, work-in-process, and common materials are stored inside the production facility. Once an order is received, the staff engineers design the truss system and electronically queue the order for manufacture. The production foreman then assigns the order to a cutting team. This team consists of two men— the sawer and the tailor. The sawer is responsible for saw setup, as well as lumber retrieval and optimization, while the tailor stacks and labels the cut lumber for assembly. Mr. Alvarez explained that his major concern was the amount of setup time required by the cutting teams. He said that up to 45% of production time was spent adjusting the saws for each job, a very typical problem in batch production. This is where Wiley’s problem and our challenge began. Process Improvement After our initial plant tour, where we noted the large amount of work-inprocess inventory waiting in carts between the saws and the assembly stations, we spent a day interviewing workers on the assembly teams. It was brought to our attention that at certain points during the day the backup of WIP carts was in fact problematic, from the standpoint of worker safety and from the ability to locate the required cart quickly and easily. There are approximately 80 to 90 carts in use at any given time, which are loaded with raw materials on a per-job basis and are tagged with a work order. After the carts are loaded and tagged, they are placed in front of the assembly workstations. Copies of the work orders are taken to the plant control office. The plant supervisor then assigns the jobs to assembly stations by placing the work order copy in assigned bins located on the plant control office wall. The assembly employees will go to their assigned bin, pick their next job ticket, and then locate the corresponding cart for that job. Mr. Alvarez mentioned that locating the cart required for the next job could take anywhere from one to ten

minutes depending on the assembly backup (number of full carts used that day) and the location of the cart within the facility. The manufacturing employees are tracked on a 100th-of-the-hour time basis for work, which means that there should, in theory, be very little unproductive time during the day, with the exception of break periods. This also reduces socialization of employees. We decided to narrow our analysis to the immediate problem of locating the correct cart. After brainstorming possible solutions, we have concluded that Wiley should use an electronic paging system similar to what restaurants use to notify customers that their table is ready. We recommend that the carts be outfitted with long-life, durable, and replaceable lithium battery-powered strobe lights that are activated by a keypad located on the plant control office wall beside the pending job order bins. Each light would have a unique three-digit number assigned to it. These numbers would be handwritten on the work order, by the individual who loads the cart, before it is given to the plant supervisor to be assigned. There is a chance of multiple carts being needed for the same job, but each cart has its own individual work order and therefore would have its own three-digit identification number and light. This is no deviation from the current process. The assembly workers would walk to the plant control office, retrieve their next job from the bin, type the three-digit code into the keypad, and then find the cart that has the strobe light turned on. This process would eliminate all of the guessing currently required to locate the cart with the raw materials and should reduce the overall average time needed to locate a cart. This would also allow remote storage of the carts, rather than stacking as many as 30 carts at the top of the assembly line, a hindrance to traffic flow and safety. 1. Identify waste in the current production process. 2. How does the pager suggestion eliminate waste? 3. Have the students and Mr. Alvarez found the root cause of the cart problem? Why or why not?

4. How would you apply the principles of lean production to improve Wiley’s situation? ===========================================

ISCOM 305 Week 1 Assignment Importance of Operation

FOR MORE CLASSES VISIT ISCOM 305 Week 1 Assignment Importance of Operation ===========================================

ISCOM 305 Week 1 DQ 1

FOR MORE CLASSES VISIT What is the transformation process? Can the transformation process be applied to both goods and services? How might data be used during the process? ===========================================

ISCOM 305 Week 2 Assignment Impact of product Design

FOR MORE CLASSES VISIT ISCOM/305 - SYSTEMS OPERATIONS MANAGEMENT Write a 1,050 to 1,400-word paper in which you describe the impact of product design on operations and supply chain strategy. Include the following:  

Explain the importance of the product design process. Describe the connection of designing new products and their relationships to production processes. Evaluate strategic options in process planning, including whether or not to outsource. Articulate the differences between products and services.

Format your paper consistent with APA guidelines. ===========================================

ISCOM 305 Week 2 DQ 1

FOR MORE CLASSES VISIT What are the different types of inventories maintained by a typical business entity? What is the significance of inventory regarding customer service levels?

What are some of your experiences with inventories from the customer service perspective? How would you improve those inventories? ===========================================

ISCOM 305 Week 3 CASE PROBLEM 10 1 Somerset Furniture Companys Global Supply Chain

FOR MORE CLASSES VISIT CASE PROBLEM 10.1: Somerset Furniture Company’s Global Supply Chain


Read Case Problem 10.1 at the end of Chapter 10: Somerset Furniture Company's Global Supply Chain Write a 1,050- to 1,400-word paper in which you address the following questions: 

Discuss Somerset's global supply chain and possible remedies for its supply chain problems. Including strategic and tactical changes that might improve the company's supply chain performance, reduce system variability, and improve quality and customer service.


Explain how Somerset could use elements of project management to help them implement the changes needed. ===========================================


ISCOM 305 Week 3 DQ 1

FOR MORE CLASSES VISIT A number of quality-management philosophies hold that prevention costs are the most critical quality-related costs. What is the logic behind this premise? Would you apply this logic as an operations manager? Explain why or why not. ===========================================

ISCOM 305 Week 3 DQ 2

FOR MORE CLASSES VISIT What is quality management? Why is it important for every manager to understand? How might a quality-management program affect productivity? ===========================================

ISCOM 305 Week 3 DQ 3

FOR MORE CLASSES VISIT What are the major elements of project management? Describe the role of the project manager in conjunction with project control. What are the requisite skills that the project manager must possess? ===========================================

ISCOM 305 Week 3 Supply Chain Strategy and Project Plan

FOR MORE CLASSES VISIT ISCOM/305 Write a 700- to 1,050-word paper in which you explain your supply chain strategy to include the use of global suppliers. You will also develop a high-level project plan for the your development project, to include project scope and objects, schedule with milestones, risks and mitigation plans. Describe the key characteristics and management strategies for your supply chain. Summarize your sourcing plan and your rationale to include international suppliers.

Explain your project management approach and include: Project scope and objects High-level schedule with milestones Risks and mitigation plans Format your paper consistent with APA guidelines. ===========================================

ISCOM 305 Week 4 Chapter Questions

FOR MORE CLASSES VISIT 12-1. List some of the operations and functions in a company that are dependent on a forecast for product demand. 12-2. What is the difference between quantitative forecast methods and qualitative forecast methods? 12-3. Describe the difference between short- and long-range forecasts. 12-4. Discuss the role of forecasting in supply chain management. 13-1.Describe the difference between independent and dependent demand and give an example of each for a pizza restaurant such as Domino’s or Pizza Hut. 13-2.Distinguish between a fixed-order-quantity system and fixed-timeperiod system and give an example of each. 13-3.Discuss customer service level for an inventory system within the context of quality management. 14-1.What is the purpose of sales and operations planning? Describe the S&OP process.

14-2.List several alternatives for adjusting capacity. List several alternatives for managing demand. 14-3.Describe the output of aggregate planning. When is aggregate planning most useful? ===========================================

ISCOM 305 Week 4 DQ 1

FOR MORE CLASSES VISIT How might materials requirement planning (MRP) is applied to the surgery suite of a hospital, scheduling university classes, a chain of restaurants, and hotel renovations? ===========================================

ISCOM 305 Week 4 DQ 2

FOR MORE CLASSES VISIT What are the strategic goals of supply chain management and how does procurement, transportation, and distribution affect these goals? ===========================================

ISCOM 305 Week 4 DQ 3

FOR MORE CLASSES VISIT Where have you seen the operational components of planning, sourcing, making, and delivering applied inappropriately? ===========================================

ISCOM 305 Week 5 DQ 1

FOR MORE CLASSES VISIT What are three of the primary obstacles encountered by the management team in adopting and installing a new information technology system? ===================================== ======

ISCOM 305 Week 5 DQ 2

FOR MORE CLASSES VISIT We have seen many changes and innovations in the application of technology to operations management in recent years. Using information from your readings, identify the three most significant

advancements in technology. Explain your choice of significant advancements. ===========================================

ISCOM 305 Week 5 DQ 3

FOR MORE CLASSES VISIT Financial justification of a new information technology system is difficult at best because many of the advantages are intangible. Routine capital budgeting often overlooks six areas of cost savings or revenueenhancement factors that are realized with new technology. What are four of these factors? Why are these factors important? ===========================================

ISCOM 305 Week 5 New Product Launch Plan (Kohls and Dewalt)

FOR MORE CLASSES VISIT Prepare a 10- to 15-slide PowerPointŽ presentation with speaker notes of your New Product Introduction Plan. You will simulate presenting your plan to the senior executive of your company. Include the following: 

Your materials requirements and resource planning strategy



How you will integrate Lean Systems into operations and supply chain Final recommendation

Format your presentation consistent with APA guidelines. ===========================================

ISCOM 305 OUTLET Successful Learning /  

We are dedicated to helping you exceed your career goals

ISCOM 305 OUTLET Successful Learning /  

We are dedicated to helping you exceed your career goals