sat create great pressure

Order Description

give introduction,background information about SAT, and thesis at 1st paragraph, the thesis will be SAT creates excessive stress is a problem.
then is the causes of SAT creates excessive stress for 2-3 paragraphs, then is the effects of SAT create excessive stress for 2-3 paragraph.
then discuss some solutions how to solve this problem, the last solution will be your own solution solve this problem.
then conclusion.

Operation management at BMW MINI

1)Introduction: Need to provide brife explanation of company background and market needs. (apprx. 100 words)

2)Final Assebly Process at MINI use a themes from the case study to identify and explain the relevant theories, and what type of data will be obtained from MINI. If not sure of data, it is allowed to ask quetions as part of the plan. This section could be sub-devided into a number of sub-heading based on the themes from the case study. In the final assignment apply theories to MINI. 4 Vs (volume, value, variety, visibility) and how it links with MTO/MTS.

3)Delivery Lead time same approach as above.
Explanation of MINI’s final assembly process from case study and MINI annual report.
Performance objectives (from case study) => Operations strategy: capacity + facilities; Supply chain; technology; W’force. Describe how it works with proces choices ( at MINI. Describe process choice Lean/Agile production, takt time, capacity level and choose strategy.

Design of supply chain and inventory usage. How MINI uses inventory and supply control systems such as: ROP (Reorder Point), MRP (Material Requirenment Systems), ERP (Manufactoring Inventory Control), Sheduling. Just-in-time, just-in-sequence (JIT/JIS).

4)Conclusions and Recommendations based on process strengths and weaknesses we expect you to be able to synthesise and evaluate and make suitable recommendations
For recomendations; Definition of quality regarding the MINI. Quality and cost, Quality improvements according to the Kaizen.
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Added on 28.11.2014 18:50
Here is the CASE STUDY:
Case Introduction
BMW assembles MINI in 10 variants at its Oxford plant. Steel body panels, pressed into profile at the Swindon plant, are transported to Oxford where they are welded together by means of a robotic process into recognisable unpainted bodies. About 30% of the next days assembly is held in inventory at this point. The bodies are then chemically cleaned before going through a paint application process where about 50% of the next days assembly is again held as inventory. Engines and transmissions (drivetrain)are manufactured at the companys Hams Hall plant in Birmingham and installed in the body at an early point, a substantial number of components and sub-assemblies are out-sourced and delivered on a just in time basis and about 800 vehicles are assembled each day.
Motor vehicle assembly has taken place at the Oxford plant for 101 years. The plant has had considerable investment in recent years by BMW over recent years but the fabric and layout of the plant is from an earlier manufacturing age.
Similarly the Mini brand has a rich heritage with its roots going back to the late 1950s under the British Motor Corporations ownership. However, other than its name and reminiscence in its styling there is little in common between todays Mini and its predecessor. Both models have been successful with over 2.4 BMW Minis being produced and it is now in its third generation. The product is highly customisable and it is BMWs proud claim that each Mini is unique such is the range of options available to the customer
Existing Order Flow Process
MINI operates a customer oriented sales and production process. This process is designed, to allow customers a maximum amount of flexibility when it comes to ordering their new car as well as provide internal and external suppliers with a stable production planning horizon.
This process is based on a virtual production pipeline in which all customer orders flow. Every 67 seconds, a finished car rolls of the physical assembly line, which in turn means, all orders within the virtual pipeline move forward ones every 67 seconds (cycle time). This pipeline is split into three segments: Variable orders, a fixed order sequence and the physical assembly of the vehicles.
Variable Orders

The variable part of the production pipeline has no specific duration. Depending on how much demand there is at a given time, orders spend shorter or longer periods of time as a variable order. During this time, pretty much everything about the order can be changed and there are millions of unique configurations for every MINI. All orders in this variable section of the process can be re-sequenced as required by the BMW process planners. Some orders might be put all the way to the front of the queue, as they have priority. This includes for example show cars for motor shows or cars for BMW advertisements.

One week before a car is scheduled for its start of production it passes the Freeze Sequence Time Fence (FSTF). At this time fence, the order becomes part of a fixed order sequence. A controlling factor in establishing the FSTF is the lead time for

Fixed Order Sequence

Once an order has passed the FSTF and is part of the fixed order sequence, there can be no more changes to the order. The Fixed Order Sequence is exactly six working days long. This duration is based on the longest lead time of all vehicle components, which is the main wiring harness and is the first item to be installed in the body

Because there are thousands of different variants, these parts are built only to order. Once the customer order cannot be changed (FSTF), component purchase orders go out to suppliers and within six days the part will arrive at plant Oxford. The flow rate within the production pipeline is 67 seconds and consequentially a completed vehicle leaves the production line every 67 seconds.

At the FSTF production planners produce a linear order sequence unique sequence of components to be fitted to each body. Each order then has a set finish date and time (on the second). This sequence includes any assembly constraints, these are rules dictated by the production process. For example, only every second car that runs on the line can be equipped with a sun roof, only one in four cars can be a convertible, every other car can have a automatic transmission, and so on. Another constraint is that of colour as it is more efficient to paint a batch of red cars then a batch of blue ones then perhaps green ones and this rationale transposes into final assembly where orders for one colour are sequenced together.

Every time a linear order sequence is produced, it is sent out to all suppliers via a special system. The suppliers then plan their production according to these schedules.
Additionally, orders for one day are packaged into a sub sequence. This order packages are created daily and then move along the production pipeline.
Order Packages

In order to create these order packages, an order bank of two weeks customer orders is held . One days worth of orders is then picked from this bank and set into sequence. This sequence considers the current production plan, which gives information on how many vehicles of which model BMW want to produce, taking into account possible assembly constraints , such as paint batching or body style , as it is more efficient to first paint all red bodies, then all blue bodies etc, order priorities and test constraints. Some vehicles need to go for excessive testing, which can take days.
Once this order package has been created, customers (in most cases MINI dealerships) get a commitment of production and a planned delivery date

Fixed Virtual Sequence

About 30 minutes before the planned on assembly time, which is the exact time, when a car rolls on to the final assembly line, another sequence is created. This true sequence is created, as soon as you can physically see that there will be no re-sequencing anymore. This moment is the signal for all of the JIS (Just in Sequence) Suppliers, to ship their parts to the manufacturing plant. These JIS parts include for example the modular front end and the exhausts. Suppliers for these parts are located in very close proximity to plant to guarantee a maximum amount of flexibility. Components are delivered by the supplier to delivery docks strategically placed around the outside walls of the assembly hall as close as possible to the point of installation. They are transported by of electric tugs towing trailers of sequenced compone

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