Kevin and Rashida,
Here is what our report should include:
Process analysis: compute the processing time, capacity at each station. Use this to identify the bottleneck. The bottleneck's capacity, PR, CT become the lab's operational parameters. We need to calculate these when we started the operations, after each
machine is added, and put them in a table for comparison
Queuing: almost all parameters listed in the queuing slides -- utilization, waiting time, processing time, total time (again we need to do this when we started, after each machine is added). Add a table comparing these.
Inventory-- even though none of the model's available in the spreadsheet are applicable (except news vendor at the last stage), we could use concepts from what we covered in class, and how inventory decisions are taken.
How daily interest played a role in our decisions needs to be covered as well.
Things we did well-- reduce utilization, concept of scaled economies by using huge order quantities to reduce FC
Things we could have done better-- 1. Recognize early that high utilization means we need more capacity
2. Better control of batch sizes
3. As i think back, we could have better controlled the left over inventory by setting our reorder point a little higher for the last huge shipment, and place 1150 unit order. If our reorder point was set higher, this order would have gone thru when we
still had control. And, once that went thru, we could have placed a 50 unit order just to make sure that we didn't run out of inventory. (By the way, nobody in the team brought up the issue of adjusting the reorder point so that the large order would have
gone when we had control, even though everyone is kept in the loop constantly). That would have helped.
If I missed anything that needs to be covered, please let me know. If I remember anything else, I'll add that to the list.
I plan to cover everything listed above, depending whatever you're able to cover.
LN