1 / 30

Clean Teeth, Inc.

Clean Teeth, Inc. Natalie Beck Jeff Morris Robert Simon. Part 1. Steps and Analysis. Steps. We followed these steps in our quest for a good location: Identified dominant location factors Developed location alternatives Evaluated location alternatives.

hailey
Download Presentation

Clean Teeth, Inc.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Clean Teeth, Inc. Natalie Beck Jeff Morris Robert Simon

  2. Part 1 Steps and Analysis

  3. Steps We followed these steps in our quest for a good location: • Identified dominant location factors • Developed location alternatives • Evaluated location alternatives

  4. Step 1: Dominant Location Factors & Why They’re Important • Proximity to suppliers, customers, and labor – closeness will allow us to keep costs down • Cost of living – low cost of living will allow us to pay lower wages and taxes • Quality of life for employees – high quality of life will attract good workers

  5. Core Competencies and Competitive Priorities Core Competencies Competitive Priorities • Sole focus on toothbrushes • Creative/cost-effective work force • Good relationship with suppliers • Low cost • High quality

  6. How Dominant Location Factors Tie in with Core Competencies and Competitive Priorities • Close Proximity: lower transportation costs, steady source of high quality supplies, & strong relationship with suppliers • Low Cost of Living: can pay lower wages and fewer taxes (low costs) • High Quality of Life: able to attract employees who will be creative and cost-effective.

  7. Step 2 : Location Alternatives Hollywood, FL Aurora, CO • In the same city as main supplier: LEB Enterprises • Median home price is lower than national average • Chosen by CNN as 70th best place to live & very close to ocean • In the same city as main supplier: Curbell Plastics • Median home price is lower than that in Hollywood • Very close to Denver, skiing, and beautiful mountains

  8. Part 2 Evaluation of Locations

  9. Step 3: Evaluation - Factor Rating Method

  10. Factor Weights • Proximity to suppliers carries the most weight (40) because it has such an impact on our costs. • Proximity to customers and labor each have a weight of 20 because this also affects cost, but not as much. • Cost of living and quality of life both have a weight of 10 because only we will be able to attract some labor no matter where we are. Therefore, it is less important.

  11. Location Scores • Proximity to Suppliers (A: 5, H: 5) – both cities have major plastic suppliers • Proximity to Customers (A: 4, H: 2) – Aurora is more centrally located so we can sell to a variety of regions • Proximity to Labor (A: 4, H: 4) – both cities have ample labor supply • Cost of Living (A: 3, H: 2) – neither city is “inexpensive,” but Hollywood the less costly of the two • Quality of Life (A: 4, H: 5) – Hollywood is known as one of the best cities in US, Aurora is near Denver, but not as nice

  12. Part 3 Supply and Value chain Strategy

  13. Outline Supply Chain Value Chain • Suppliers • Manufacturing Plant • Retailers • Customers • Design • Marketing • Sales • Ordering & Receiving • Production • Final Inspection • Packaging • Shipping

  14. Value and Supply Chain • We are very close to our suppliers so we readily get raw materials. • Aurora has plenty of space for our manufacturing plant. • With the use of just in time we see no need for a warehouse. • Since we will producing a lot of toothbrushes we will utilize distributors. • After being distributed, customers will be able to purchase from retailers of their choice.

  15. Deploying Toothbrushes • We will use distributors to get our products into the retail stores. This way we won’t can reach a broad customer base with minimal travel time and expense.

  16. Part 4 MANUFACTURING PROCESS

  17. Manufacturing Process Layout • Utilize a Product Layout via assembly line balancing. • The production process is primarily automated based on machines or use of robots. • Labor is used to provide maintenance on machines and monitor production. • We will be producing the same type of product; therefore, this is the most efficient production method.

  18. Core Competencies and Competitive Priorities Core Competencies Competitive Priorities • Sole focus on toothbrushes • Creative/cost-effective work force • Good relationship with suppliers • Low cost • High quality

  19. Ties with Core Competencies • Our sole focus is in the production of toothbrushes. Utilizing an assembly line would be the best method of producing similar items. • Creates a Cost-Efficient work force • This will allow us to have a good relation with our supplier by properly using Just-in-Time. • Stimulate a creative work-force by encourage a continuous improvement in production. • This allows for a smaller production space required, keeping costs lower.

  20. Ties with Competitive Priorities • Just-in-Time allows us to make deals with our suppliers to buy at lower costs. • Suppliers will have an incentive to provide our company with the highest quality products, so we will continue to buy from them.

  21. Manufacture Process • Machines will be used to melt plastic pelts, form toothbrush handles and grips. • Robots will be used to insert bristles into the toothbrush head, move products through the production process and place products in packaging. • Labor will be used to monitor the production of toothbrushes, maintain machines and perform quality control.

  22. Part 5 Facility layout

  23. Facility Diagram Receiving 20x20 10x10 8x10 5x7 15x12 10x10 20x20 Molding Machine Bristle Injector Trimming Machine Quality check Packaging Machine Shipping

  24. Reasons for Layout • By utilizing an assembly line layout, we can save space. • All machines need to be connected to each other so toothbrushes can travel continuously. • Receiving and Shipping are located for easy access to materials and products.

  25. Flow of Production

  26. Part 6 JUST-in-time

  27. Just-in-Time: Eliminate Waste • Operator down-time used to perform preventative maintenance on equipment. • Recycle defective products to reproduction. • Develop and implement an efficient production system to avoid unnecessary handling and bottlenecks. • Eliminate overproduction and work in process. • Produce items customers demand.

  28. Just-in-Time: Reduce Cost • Implement an efficient production process. • Use of innovative materials. • Avoid overproduction to eliminate the need of warehouse space. • Operator down-time used to perform preventative maintenance on equipment.

  29. Just-in-Time: Improving Quality • Operator inspections at each step of production • Hold individuals responsible for defects • Fix defects before moving on to next task • Encourage continuous improvement in efficiency throughout the whole production process • Empower using Jidoka • Provides the authority to “stop the line” with probable cause.

  30. “Team” Approach • 21 factory workers plus 1 supervisor per layout. • Provide cross-training in all areas of production. • Allows you to assist coworkers with problems. • Quality check before progression • Eliminate the progression of defective items • Hold individuals responsible for defects • Utilize operator down-time to perform preventative maintenance on equipment. • This improves efficiency and reduces problems for fellow coworkers.

More Related