Reference no: EM132298301
No industry has faced more competitive markets in the U.S. than textiles. The import of foreign textiles made using cheap labor has decreased profit margins for U.S. companies for years, and many have left the industry. In this discussion you will get the opportunity to “run” production operations of a textile company in a simulation scenario. Don’t be afraid of this opportunity, rather you should embrace it.
This scenario illustrates the complexities typically associated with decision-making in a production department. The problems you will be faced with are complex, requiring the active involvement from multiple functional areas to fully understand the nature and scope of the problem, explore viable alternatives, commit to a solution, and then implement, monitor, and make necessary changes to achieve desired outcomes. As an operations professional, you’re responsible for executing due diligence when determining whether or not to support or put forward proposals and new ideas. These proposals can be as simple as modifying existing processes or as complex as expanding the company through “organic” or “inorganic” growth strategies. You need to be able to weigh decisions against existing realities while taking into consideration future uncertainties.
The student is to consider him or herself to be the Chief Operations Officer (COO) of Kibby and Strand, the company in the scenario.
The CEO has noticed fluctuations in production under the different shift production managers during the past 6 months. She wants you, the COO, to document the key factors a production manager needs to consider when scheduling production in the organization and to develop a training plan for production managers that emphasizes oversight of these factors.
Add a data collection plan to the concept of operations created in Unit 1. The plan must include: 1) data items to be collected, and how they are used in operational management receiving, production, and shipping at Kibby and Strand; 2) the descriptive statistics required to analyze the data; and 3) a list of charts and graphs needed to brief leadership on operational effectiveness. The team needs to justify why each chart and graph is required to measure operational effectiveness.