Week 5 Team Iscom 471 Essay

1133 words - 5 pages

EXECUTIVE SUMMARY MILLERCOORS

Background

The formation of MillerCoors in July 2008 was the result of a joint venture combining two leading companies, Miller Brewing Company and Coors Brewing Company. The challenges of putting two companies together – designing the new organization, selecting talent to fill the roles, building product knowledge, integrating systems, strengthening customer relationships, and developing a single company culture – was a herculean effort…and all part of the overall vision to create America’s best beer company.

Current Status:

SUPPLY CHAIN SCHEDULING PROCESS:

Supply chain management (SCM) is the management of a network of interconnected ...view middle of the document...

Each person does the same repetitive process such as laundering, pressing, hanging, or packaging, but to a different product each time. The customer’s order sometimes changes the process which could mean the exclusion or inclusion of any one entity. For instance, dry cleaning would omit the laundering step, but then add the dry cleaning step. The garment would still need pressing, hanging, and packaging before being released to the customer (Chase, Jacobs, & Aquilano, 2006).
Cost: medium cost, medium production
Surge capability: Creates bottlenecks
Employees: Specialized employees
Management: managers Proficient at process, process rarely changes – not proficient about product
price per unit: medium
Shipping: Shipping more costly from a central plant
Efficiency: Slower but Efficient production of like items

Assembly
This is similar to the automobile assembly line manufacturing we see on TV. Each employee is responsible to perform the same function repeats all shift long. The products move from station to station to keep logistical impacts to a minimum. For instance, the parts being installed may not be as easy to move as the employee installing those parts may. Each part is almost identical and requires very little process changes to make minor changes to the product. The production is controlled to a number of products produced per hour or per day (Chase, Jacobs, & Aquilano, 2006).
Cost: low cost, high production
Surge capability: easily impacted by line malfunction or bottlenecks - cannot react quickly to surge in demand
Employees: requires many employees
Management: managers can only monitor progress, few process changes without cost
price per unit: low
Shipping: shipping scheduling is set at fixed output - complex shipping due to same product delivery to many locations
Efficiency: fixed output per hour

Continuous Flow
This process is similar to a fully automated bottling plant. The employees are just monitoring the equipment for malfunctions and quality indicators. The process cannot be changed without costly equipment upgrades or time-consuming software changes. Each part is identical when it leaves the production line and production is also controlled to a number of products produced per hour or per day(Chase, Jacobs, & Aquilano, 2006).
Cost: low cost, high production
Surge capability: easily impacted by line malfunction or bottlenecks - cannot react quickly to surge in demand
Employees: requires many...

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