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Mobile Phone Repair Case代写 phone manufacturer代写

2020-09-10 11:05 星期四 所属: 人工智能教程 浏览:8

Mobile Phone Repair Case代写

Mobile Phone Repair Case

Mobile Phone Repair Case代写 Repair of mobile phones. Business has been acquired from a major phone manufacturer Two major manufacturers

 Environment Mobile Phone Repair Case代写

Mobile Phone Repair Case代写
Mobile Phone Repair Case代写

 

  • Repair of mobile phones. Business has been acquired from a major phone manufacturer
    • Two major manufacturers
    • 7 different phone models
  • Three types of repair: Level 1 (cosmetic), Level 2 (display), Level 3 (logic board)
  • Revenue comes from a fee paid per phone repaired (must adhere to SLA compliance): the fee is the greatest for level 3 and the lowest for level 1:
    • Level 1: $20/unit
    • Level 2: $50/unit
    • Level 3: $120/unit
  • Cost of used repair components is reimbursed at a purchased value plus a 10% mark-up. Non-used inventory is not reimbursed
  • Phones come to the plant in lots of 1,000 – 3,000 units. Multiple number of lots per day
    • One manufacturer and model per lot
    • The mix of repair levels in the lot is unknown and need to be triaged
  • Legacy management has a cost-center mentality. Not P/L oriented or skilled
  • 300 repair phone components across all brands and models
  • 20% of components are re-usable across the brand’s phone models. Medium cost per unit Mobile Phone Repair Case代写
  • 10% of components are non-cancellable / non-returnable. Low to medium cost per unit
  • Manufacturing layout is assembly line: sequential operations.
  • Shop floor software system records phone at the beginning and at the end of production line
  • Repair components are stored at the shop floor in one place and are brought to production line by “runners”
  • Labor force is hired based on “not to exceed a certain $$ per hour pay” principle
  • Total shop floor headcount – 600 people. 5 days per week. Two shifts per day
  • Annual revenue – $50M. Average inventory investment – $10M and is growing
  • Repair components delivery lead-time:
    • 50% at 3 days
    • 30% at 1 week
    • 20% at 2 weeks or more

Problem

  • Losing money operation. Negative trending.
  • Growing WIP of semi-repaired phones. Increasing lead-times
  • Increasing inventory investment, especially for slow-moving inventory
  • The frequency of out-of-stock situation is increasing
  • Increase in headcount provides only marginal improvement in productivity and lead-time reduction

Assignment Mobile Mobile Phone Repair Case代写 

  • Answer all questions below
  • Using your answers, prepare 1-2 page executive summary for operational turnaround
  • No need for calculations but feel free to make numerical assumptions and use them to support your case

Questions

  • What material planning system would you suggest?
  • What is the likeliest main capacity constraint? May its nature impact existing manufacturing layout?
  • Does the management use a proper hiring strategy?
  • How would you address the inherent vagueness of levels of repair mix for incoming phones?
  • What would you propose (if anything) to change in shop floor operations? Justify your answer
Mobile Phone Repair Case代写
Mobile Phone Repair Case代写

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