EXPLAIN IN DETAILS AND PROVIDE REFERENCES IF POSSIBLE Preamble:Wheeled Coach headquartered in Winter Park, Florida, is the largest manufacturer ofambulances in the world. The $200 million firm is an international competitor that sells morethan 25% of its vehicles to markets outside the U.S. Twelve major ambulance designs areproduced on assembly lines (i.e., a repetitive process) at the Florida plant, using 18,000different inventory items, of which 6,000 are manufactured and 12,000 purchased. Most ofthe product line is custom designed and assembled to meet the specific and often uniquerequirements demanded by the ambulance's application and customer preferences.Case Study:Wheeled Coach, working four 10-hour days each week, 350 employees make only custom-made ambulances; virtually every vehicle is unique. Wheeled Coach accommodates themarketplace by providing a wide variety of options and an engineering staff accustomed toinnovation and custom design. Continuing growth, which now requires that more than 20ambulances roll off the assembly line each week, makes process design a continuingchallenge. Wheeled Coach's response has been to build a focused factory: Wheeled Coachbuilds nothing but ambulances. Within the focused factory, Wheeled Coach established workcells for every major module feeding an assembly line, including aluminium bodies, electricalwiring harnesses, interior cabinets, windows, painting, and upholstery. Labour standardsdrive the schedule so that every work cell feeds the assembly line on schedule, just-in-timefor installations. The chassis, usually that of a Ford truck, moves to a station at which thealuminium body is mounted. Then the vehicle is moved to painting. Following a custom paintjob, it moves to the assembly line, where it will spend 7 days. During each of these 7 workdays,each work cell delivers its respective module to the appropriate position on the assembly line.During the first day, electrical wiring is installed; on the second day, the unit moves forwardto the station at which cabinetry is delivered and installed, then to a window and lightingstation, on to upholstery, to fit and finish, to further customizing, and finally to inspection androad testing. 4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver themto the assembly line than it would be to produce the component (e.g., interiorupholstery) on the line.5. Find an alternative process strategy to the assembly line that Wheeled Coach currentlyuses. Justify your proposal.

4. The response of the Wheeled Coach is been to build a focused factory. Work cells has been…

4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line. 5. Find an alternative process strategy to the assembly line that Wheeled Coach currently uses. Justify your proposal.

4. Analyse why is it more efficient for the work cells to prepare "modules" and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line. 5. Find an alternative process strategy to the assembly line that Wheeled Coach currently uses. Justify your proposal.

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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