The University of Huddersfield

NMH2420

ABC’s Production Planning

Samathi Korala (U2051721), Stacey Sibanda (U1955334, Mohammed Qasim (U1958286),

Muhammad Hassan (U1975701) ), Areena Waseem (U2062200), Masrur Ahmed (U2067528),

06/11/2023
Summary

2
Summary___________________________________________________________________2
Introduction________________________________________________________________4
Background_________________________________________________________________4
Findings____________________________________________________________________5
Discussion__________________________________________________________________6
Conclusion__________________________________________________________________7
Appendices_________________________________________________________________7
Appendix 1: Gantt chart Calculations_________________________________________________7
Appendix 2: Calculations for Capacities, flowrate, Utilisation and Takt & Cycle Time___________7
Appendix 3: Calculation for average monthly production with overtime_____________________7
Appendix 4: Calculation for long term plan____________________________________________7

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Introduction

Background

1) Increased Demands: The demands have been increasing over the last few years which
is a good sign for the company, but it does require resources and the capacity as the
company would need to scale its production to meet the customer needs.

2) Late Deliveries: Delivery deadlines are very important and late deliveries means
customers dissatisfaction which could result in order cancellation as it has already
occurred in the past.

3) Market Competition: Meeting customer demands and deadlines is crucial sometimes

but if these demands are not met, could attract other suppliers to take the charge and
a loss of a contract could occur.

4) Operational Effectiveness: Inefficiencies in the production process is causing the delay

in deliveries. It is essential to identify and address the issues to improve the
productivity.

5) ISO 9001: It is also important to maintain ISO 9001 Quality management system’s
certification. It requires time and resources for the compliance which is always
challenging for any company.

6) Quality Assurance: Being consistent with the quality while scaling up the production is
challenging. The company needs to make sure the quality is not being compromised
while increased workload.

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 [need to add axis titles: x axis- month-year, y-axis – demand]

Findings

Question 3 – Masrur (Gantt Charts)

Station Processing Number of Operators Number of Resource Capacity Utilization (100%)

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 Time per
(hrs/unit) Machines Machine Units units/day units/hour Current Implied

Winding 2 6 2 1 24 3 66.7 67.4

Assembly 2 6 2 1 24 3 66.7 67.4

Insulation 1 1 1 6 48 6 33.3 33.7

Heat treatment 8 2 0 12 24 3 66.7 67.4

Brazing 1 2 2 1 16 2 100.0 101.1

Testing 1/6 1 1 1 48 6 33.3 33.7

Quality control 1/6 0 1 1 48 6 33.3 33.7

Packaging 1/6 1 1 1 48 6 33.3 33.7

Bottleneck Brazing

Available
For Nov 2023 Production Time 176 hrs
No. of Working Days 22 Takt Time 1780 sec
Demand rate 356 units/month
Flowrate 0.000556
Process Capacity 352 units/month Cycle Time 1800 sec

Current Utilization 100 %

Implied Utilization 101.14 %

[elaborate results]

Question 5 – Areena (Simul8)

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Discussion

Modifying the process-

Invest in a machine that is programmed to quality check products to find defective items preferably
automated with no need of aid from a human. Defective products are easier to find for machinery
than just relying on human eye.

Employing new operators to make use of all the machines available as the business is reaching higher
demands every year.

Have a new training process put in place so all operators learn how to use each machine needed to
complete the machining process of the product.

Add in additional brazing machinery as only 2 are produced every hour causing an imbalance and a
potential build-up of parts as the parts are not produced fast enough compared to the machining
processes prior.

Create more stations for brazing and insulation to keep up with the workload of the previous
processes, this will ensure that there is a steady workflow of products available for the next
manufacturing processes.

In terms of resources, they should invest in new machinery that is capable of potentially doing two
jobs saving time or extra machines to balance the workload across the manufacturing line.

Also invest in the learning of the current workers to learn more job roles. This increases their skills
and will in turn be able to help other stations whenever there is an uneven workload with more
strain on other stations.

They should also employ new workers as they are a valuable resource to the company and can help
maintain the steady grow of demand for the product and help reach targets.

For short term solution recommendations there should be daily plans in place to maintain a steady
workflow for each machining process. Also assign other current workers to either testing, quality
control or packaging as one employee is currently running all 3.

Long term solutions should involve adding in new machinery to balance workflow and maintain a
steady flow of work.

Create a training program for new recruits to learn each manufacturing process so they can operate
all machinery required to complete the product.

They could also potentially add in an additional shift to help keep a steady production rate to meet
demands.

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Conclusion

Appendices
Appendix 1: Gantt chart Calculations

[Masrur]

Appendix 2: Calculations for Capacities, flowrate, Utilisation and Takt & Cycle
Time

[Samathi]

Appendix 3: Calculation for average monthly production with overtime

[Stacey]

Appendix 4: Calculation for long term plan

[Qasim]