Computer Rentals Essay

1.a apply the dimensions we discussed in class, how would you describe Mitchell Gold Co.s strategic position?Mitchell Gold competes by offering high caliber fruits at a get down price than to the highest degree overlords of similar quality furniture. They offer particular(a) variety in comparison to another(preno houral) makers, which allows them to be to a greater extent antiphonary and submit orders in a meterly musical mode (97% on time shipment).1.b Consider the succeeding(a) description of another furniture makers (unbeatable IPF) businessThe standard product line has about 500 assorted items, with many of the launchs starting as stock, marginal wooden frames imported from Europe. But the und angiotensin converting enzyme furniture sight be as diametrical as the imaginations of the designers, with 60 different standard finishes for the wood and an al just about unmea trued selection of upholstery provided by designers. Because each piece is hand end by gul l and brush and made to order, the member shadower take 12 weeks or longer, with one custom-made entertainment cabinet nearing consequence after almost six months. (The Record, Bergen County, NJ, 12/09/2001)How would you anticipate that Mitchell Golds production processes differ from those of unbeatable IPF? Be sure to discuss the nature of the production equipment and the location of inventory.MG offers less variety and has great volume than Invincible. Consequently, MG presumable uses more specialized equipment while Invincible has in the beginning general-purpose equipment.Since designers provide upholstery provided for custom orders, Invincible should fork up little raw substantive and no finished goods. MG likely has higher raw material and finished goods inventory. Given the long die hard times, Invincible likely has much higher WIP levels. doubt 22.a In The Goal, Jonah asks Alex 3 questions Did your throughput enlarge? Did your inventories decline? Did your process apostrophize decline? Define each of the troikasome italicized terms for a process and apologise why a positive assist to each of the 3 questions may be classified as an improvement.Throughput disciplines to the rate at which flow units flow through the process. Throughput in general should correspond to sales not production. If the product has a positive margin, an increase in throughput increases positive cash flows. Inventories correspond to the number of flow units within process boundaries. Decreasing inventories decreases the amount of working crownwork required. It also decreases any reduction in inventory value due to obsolescence. operation price refers to the appeal incurred in transforming inputs to outputs. A reduction in process cost increases margin and thus profitability.2.b Many beginner unassailables have made flow time reduction a key objective. deal under which conditions a reduction in flow time improves performance of a process in terms of the mo dules we have discussed1. strategic & competitive restore cut down flow time allows a firm to target customer segments that may call for a faster response. It also allows a firm to be more responsive to volume and taste changes of the customer.2. encroachment on financial flowsCash is tied up as working capital for a shorter amount of time.3. impact on fine pathThe critical path gets shorter.4. impact on embarrasssBottleneck capacity may go up only if the flow time at the bottleneck is reduced.5. impact on lean operations for the most part allows a firm to operate with lower levels of inventory. Also shortens the time lag amid introduction and detection of defects.2.c List three ways to increase the capacity of a process. Consider the likely relative cost of implementing these changes and present them in order from cheapest to most expensive to implement. Explain the rationale for your ordering. election 1Decrease work at the bottleneck resource (e.g. by touching QC before b ottleneck)Option 2 bring work from a bottleneck to a non-bottleneck resource.Option 3Add to the bottleneck resourceRationaleMoving QC before the bottleneck is a very elementary change that eliminates work even if quality does not improve. Moving work from a bottleneck to a non-bottleneck resource requires fosterage and changed capability at the non-bottleneck resource. Adding to the bottleneck understandably requires additional investment.Question 3The three hair stylists, Francois, Bernard and Mimi (FBM) run a prompt Service Hair Styling Saloon for take professionals in the Gold Coast realm of downtown Chicago. They stay open between 645 AM 900PM in order to fit to a large variety of peoples work schedules. In their fast improvement location, they perform only shampooing and hair styling activities. On average, it takes 10 min to shampoo, 15 min to style the hair and 5 transactions to bill the customer. The store layout is shown below. It consists of a shampooing area, whi ch can accommodate 3 customers at a time and a styling area with 4 desks, which have fully integrated hair-modeling equipment.