Space Age Furniture Company

The company is weakened mainly by its lack of technological advancement in every area of production. For example, if the company chose to modify their equipment to produce their “Atherley” model as well, it would be able to lower production costs of this model, in turn increasing the profits of this model further. In addition, the Atherley Furniture Company greatest threat is the decreased market for their “Parkdale” model. The “Parkdale” model has the most time consuming and costly production. With lack of a market for this model, the company stands to continue to lose profits. In conclusion, if the company wishes to continue to operate their chair division profitably as well as efficiently, the above issues need to be addressed and corrected.

A short time ago, Space Age began utilizing the material requirements planning (MRP) inventory system that helps towards reducing the inventory and additionally improves towards on-time deliveries. The estimated cost per week is $1.25 to each store related to Gemini and for Saturn the estimated cost per week is $1.50. Saturn does not participate towards shipping immediately. Thus, the master schedule for producing Gemini and Saturn for the next six weeks are

Bob’s Discount Furniture can be defined in one word, “innovative”. In almost every aspect of their business, Bob’s is setting the standard for the furniture industry. Founded in 1991 in Newington, Connecticut, Bob Kaufman had a dream to build a successful company. This dream stemmed from his own experiences. In 1976, Bob was involved in a motorcycle accident that left one of his legs partially paralyzed. He was sent to bed to recuperate from his injuries, where he then found the benefits of the waterbed in his recovery. This experience inspired Bob to become a waterbed salesman. He sold waterbeds in 24 stores across New England.

“For companies today, MRP is a computerized information system. As such, it requires data to provide the information needed for decision making” (Vonderembse & White, 2013, Section 9.5, para 6). The goal of this paper is to read the Space Age Furniture Company case study and develop an MRP for Space Age Furniture Company using the information in the case including the production of sub-assemblies in lot sizes of 1,000 considering the lot size of 1,000 for sub-assemblies has produced a lumpy demand for part 3079; suggest ways for improvements over sub-assemblies in lot sizes of 1,000, analyze the trade-off between overtime costs and inventory costs, calculate a new MRP that improves the base MRP, compare and contrast the types of production processing—job shop, batch, repetitive, or continuous—and determine which the primary mode of operation is and why, describe ways that management can keep track of job status and location during production and recommend any changes that might be beneficial to the company and/or add value for the customer.

White Furniture Company was the “oldest maker of fine furniture.” This phrase was reiterated over and over again by longtime Mebane, North Carolina residents. This company employed 1 out of 20 Mebane residents and was a driving economic force in the town. White 's “regulated many of the rhythms of the town-opening and closing time, lunchtime, weekend and holidays.”

The Space Age Furniture Company manufactures tables and cabinets to hold microwave ovens and portable televisions. In this paper, I will explore ways that the company can be more efficient in the time to manufacture these parts and the overtime hours involved. To accomplish this, I will look at the type of operation, trade-off between the costs of overtime and inventory, ways that management can track job status and offer any suggestions regarding these issues.

Methods and apparatuses are provided that employ an improved greedy algorithm for addressing NP-Hard problems and others like them. The improved greedy algorithm considers possible local savings while also remaining significantly fast.

In this case study, production planning of MacPherson Refrigeration Limited (MRL) for the next year is conducted. In order to

In order to achieve excellent production capacity and reducing the overall costs the production manager has to find an optimal structure of aggregate planning which will help achieving qualitative and quantitative aspects of the organization.

In this case study, production and operations management (POM) issues of a mid-size company, named as Scientific Glass Inc., in a highly growing market are studied. Using the background information on past actions of the company to correct inventory management and their results, and considering the market leadership opportunity, how inventory management approach can be made better is explained by evaluating different alternatives from different aspects. In the first part, critical POM issues are mentioned, following that these problems are analyzed. In the third part, alternative options are listed and then they are evaluated. Finally, considering

Space Age Furniture Company uses a process layout that helps manage its operation efficiently. Besides that, there is the use of barcodes which help tell the various steps in which each work is. After a given process is finished, the worker removes the sticker of the bar code and takes it to the office where the details are transferred to the computer through scanning thus keeping track of all the job units in the company that directs to a finished product. These tracking reports are used in the management of inventories and accounting records. Hence, this improves the working of the enterprise. The management can also be able to foretell when a given process can be finished and be delivered to their customers. This helps reduce the costs

The cost of implementation of the options: It deals with the technicians and the reduction in time of implementation. This leads to better customer service and increases efficiency of the technicians. Also considering a customer base reduction of 5% (Exhibit 2), $1 million dollars will be a prudent investment.

I have taken it upon myself to test two inventory management systems and have found a system that will yield the least cost to Parts Emporium Inc. The two systems I have tested are the Continuous Inventory System and the Periodic Inventory System. Using data that I have gathered from the products DB032 and the EG151, I have compiled calculations and have concluded a continuous inventory system would be best for our corporation. Attached you will find said calculations; I would like to take this moment and present the continuous inventory system and recognize all of the relevant costs. The following is an explanation of each calculation under the continuous inventory system:

When offers of reduced pricing are accepted for equipment, meeting delivery expectations becomes an important part of enhancing the customer experience to maintain satisfied loyal customers. An inventory specialist in the current distribution center would be given the additional task of segregating and maintaining inventory levels to meet the needs of the customer loyalty department.

We prefer the EOQ/ ROP system as gains from reducing the order/ production size (gains in terms of less value of inventory being produced) which though lead to increase in setup cost far outweigh the gains from Blanchard’s current system (gains in terms of reduction of setup cost) while, costs are that of the value of inventory being produced.