Supply chain management

I need the answers for the 4 green sheets on the xlsx file. word file is an introduction

supply chainsupply chain management

2

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Table of Content Introduction The data exhibits highlight

3

main areas relevant to manufacturing supply chain processes, which are: Raw Material Management, Asset Management and Factory Efficiency. The data sets in the exhibit are distinct and will provide different insights, which may or may not be codependent among each other, into the “current state” of the Juice-manufacturing company.
SKU

No

menclature:
Container Type (bottles/cans) + Liquid Capacity (oz) + Number of Containers per Pack + Type of Fruits + Form of fruits Table of Content

Exhibit A

: Yearly Performance Overview

This exhibit provides the performance overview of the plants in Juice-Perfect’s network.
Column B: Plant locations
Column C: Total Run Time (hr.)
Column D: Annual Planned Downtime (hr.)
Column E:

Annual Unplanned Downtime (hr.)

Column F: MTBF – Mean Time Before Failure (min)
Column G: MTTR – Mean Time to Repair (min)
Column H: Annual Planned

Production

Exhibit B

: Inventory Delays

This data set provides information regarding the unmet production plan of ONE production line as a result of inventory issues.
Column B: SKU ID
Column C:

Planned Amount

Column D: Bottles available in storage
Column E: Planned production date
Column F: Unmet production reason
Column G: Bottle shipment ID
Column H:

Total Amount Shipped

Column I: Amount left in yard
Column J:

Arrival Date

Column K: Reasons left in yard

Exhibit C

: Maintenance Schedule

This data set provides the information for work orders planned on each maintenance day for ONE production line. Details include planned/actual maintenance date, parts need and availability, reason for delay, and hours planned/actual for different worker category(Operator, Electrician, Mechanist).
Please see below for the description of each column of the data set:
Column B: Work order ID
Column C: Schedule maintenance date to complete the work order
Column D: Parts needed to perform maintenance for the work order
Column E: Parts available in inventory
Column F: Total labor hours planned to complete the work order
Column G: Total actual labor hours spent to complete the work order
Column H: Reason for delay in performing maintenance for the work order
List contains: Insufficient Materials, Labor Shortage,

Labor Expertise

, Delays in bring the line down,

N/A

Column I: Hours planned for Electrician to work on the work order
Column J: Hours planned for Operator to work on the work order
Column K: Hours planned for Machinist to work on the work order
Column L: Actual hours spent for Electrician to work on the work order
Column M: Actual hours spent for Operator to work on the work order
Column N: Actual hours spent for Mechanist to work on the work order

Exhibit D

: Process Flow Chart

Raw Material intake process flow chart

Exhibit E

: Facility Layout

Overall Facility layout including truck yard, Warehouse, staging area and production/packaging layout

Exhibit F

: Maintenance Day Planning and Execution

The exibits shows the planning, and execution process for a maintainance day at the facility

Exhibit A

Annual Unplanned Downtime (hr.)

,

0

1

2

,000,000

2

,5

0

0

1.

6

,000,000

3

0

.6

1

,000,000

4

6.55

9

,000,000

5

0

5

55

6

0

0

55

Exhibit A Yearly Performance Overview Mason Davoodi: Mason Davoodi: This exhibit provides the performance overview of the plants in Juice-Perfect’s network.
Plant/Metrics	Total Annual Run-time (hr.)	Annual Planned Downtown (hr.)	MTBF (min)	MTTR (min)	Planned Annual Production
																																																																																																									1	Illinois					4	3			8																																																																0					10				21	9	1,				42							5		28
North Carolina								6			7			13				36			35	1,							20			55				30
Texas	8,7	60				24	5			25					98		54					46
California	7,665					19									2.5		53			78			56				50
Georgia	10,				95		250			109	9		49	65,000,000
Florida	4,				38			12	6			57				300	36,000,000

Exhibit B

Exhibit B

No

Planned Amount

Total Amount Shipped

Arrival Date

1

STWS

0

57

0

0

2

0

0

-Aug

Not enough bottle in production line

10

59

1000

3

STWJ

1

000

Not enough bottle in production line

02045

1000 380

4

000

Not enough bottle in production line

2

15

3000

-Aug

Warehouse is full

5

14-Aug Not enough bottle in production line

7

4

1200

Not received in system (Yard)

6

00

00

Not enough bottle in production line

1

50

1000

0

Warehouse is full

7

20000 6-Aug Not enough bottle in production line

42420

4000

5-Aug Not received in system (Yard)

8

000

23000

-Jul

Not enough bottle in production line

20

4000 150

Not received in system (Yard)

9

18000

Not enough bottle in production line

2

3

2000

0

Misplaced in Warehouse

10

19000

Not enough bottle in production line

085

4

3000

11

23000 22000

Not enough bottle in production line

516

1000

0

Misplaced in Warehouse

12

0

22000

Not enough bottle in production line

9

9711

3000

0

Misplaced in Warehouse

13

Not enough bottle in production line

07040

4000 900

Not received in system (Yard)

14

18000

00

11-Jul Not enough bottle in production line

54

2000 2000

Not received in system (Yard)

15

0

0

7-Jul Not enough bottle in production line

37

2000

0

6-Jul

16 B124APPJ

3-Jul Not enough bottle in production line

2000 950 2-Jul Warehouse is full

17

Not enough bottle in production line

660308

2000 300

Delay in Staging

18 B124KWIJ 14000

0

26-Jun Not enough bottle in production line

0

446071

3000 300

Delay in Staging

19 B76ORGS 25000 23000 25-Jun Not enough bottle in production line

80093

2000

Warehouse is full

20 B76ORGJ 24000 23000

Not enough bottle in production line

9211

1000

Others

21

27000 23000

Not enough bottle in production line

4000

7-Jun Misplaced in Warehouse

22 B76WMLS

00 26000 3-Jun Not enough bottle in production line

2000 25 2-Jun Others

23

16000 14000

Not enough bottle in production line

84

2000 1040

Misplaced in Warehouse

24 B241GRPJ

16000

Not enough bottle in production line

34

1000

Misplaced in Warehouse

25

27000 24000

Not enough bottle in production line

3000 2500

Misplaced in Warehouse

26

16000

6-May Not enough bottle in production line

75544

3000 1100

Delay in Staging

27 B124ORGJ 10000 8000

Not enough bottle in production line

2000 480 1-May Not received in system (Yard)

28

10000 6000 1-May Not enough bottle in production line

429939

4000 1000

Misplaced in Warehouse

29 B76KWIJ 16000 15000

Not enough bottle in production line

1000

Delay in Staging

30

16000 14000

Not enough bottle in production line

58568

2000 90

Warehouse is full

31 B76ORGJ 20000 18000

Not enough bottle in production line

2000

Not received in system (Yard)

32 B124GRPJ

10000 18-Apr Not enough bottle in production line

8775

2

1000 280

Others

33 B124APPS 12000 10000

Not enough bottle in production line

2000

0

Misplaced in Warehouse

34 B76ORGJ 11000 8000 8-Apr Not enough bottle in production line

3000

7-Apr Misplaced in Warehouse

35 B76ORGS 9000 8000 6-Apr Not enough bottle in production line

1000

5-Apr Delay in Staging

36 B124KWIS 19000 18000

Not enough bottle in production line

5588

1000 250

Others

37

30000

00

Not enough bottle in production line

1000 300

Delay in Staging

38 B76KWIS 24000 22000

Not enough bottle in production line

70

2000 1000

Misplaced in Warehouse

39

26000 23000

Not enough bottle in production line

3000 2000

Not received in system (Yard)

40 B124ORGJ 11000 8000

Not enough bottle in production line

3000 1100

Warehouse is full

41 B124APPJ 14000 13000 14-Mar Not enough bottle in production line

1000

Delay in Staging

42

17000 13000 13-Mar Not enough bottle in production line

4000

Warehouse is full

43

24000

12-Mar Not enough bottle in production line

3000 290

Others

44 B241APPS 21000 17000 5-Mar Not enough bottle in production line

4000

0

4-Mar Misplaced in Warehouse

45 B124ORGJ 18000 17000 3-Mar Not enough bottle in production line

1000 160 2-Mar Misplaced in Warehouse

46 B124KWIJ 13000 10000

Not enough bottle in production line

233333

3000 1300

Delay in Staging

47 B241STWS 15000 11000

Not enough bottle in production line

040117

4000

Misplaced in Warehouse

48 B76ORGJ 17000 16000 12-Feb Not enough bottle in production line

5

1000 850

Not received in system (Yard)

49 B241APPJ 17000 13000

Not enough bottle in production line

4000

Not received in system (Yard)

Inventory Delays Mason Davoodi: Mason Davoodi: This data set provides information regarding the unmet production plan of ONE production line as a result of inventory issues.
SKU ID Mason Davoodi: Mason Davoodi: 25 SKU	Bottles Available in Storage	Planned Production Date	Unmet Production Reason	Bottle Shipment ID	Amount Left in Yard	Reason left in yard
	B2							41	1											3000			1	200	2	6-Aug																																																	Not enough bottle in production line			15		45	59			80																						100			75	2								5-Aug											Not received in system (Yard)
B241STWS	2						90		2				8000				22	15	18			79	650	21-Aug															Misplaced in Warehouse
B				76															2000			11	20-Aug	1			51	61							19-Aug								Warehouse is full
		B124APPJ													23			20000	15-Aug				150			97		26	1080					14
		B76ORGS	23000			1	9000	1509							40		17										4000	13-Aug
	B76WMLS		190							180	8-Aug	150	86	77				16	7-Aug
B124GRPS					24000	1			44	99	3600
	B241GRPJ					27								31	1						39	161	87	30-Jul
	B76KWIJ						1	6000	2			8-Jul	139		128				70	1	68	2	7-Jul
B124STWS				22000	2	6-Jul	13		81			34	770	25-Jul									Delay in Staging
				B76ORGJ	24-Jul	1	37		47			82			93	2	3-Jul
		B124KWIJ			2500								15-Jul		134	71	1		48	14-Jul
B241WMLJ		30000			26000	1	2-Jul			121					94		1					1-Jul
	B76KWIS			160	11	69				33		92	10-Jul
B241WMLS			15000								130	109249					88	1			29												Others
16000					14000	1081990792
			B124ORGJ		12000						10000	2	7-Jun	10			67		26-Jun
		1100			104		25-Jun
100				89	1060						24-Jun
1					3-Jun	983		74	440	1	2-Jun
	B124KWIS	8-Jun	9582958			62	3960
280	888544595
	B124APPS	30-May	85		32	141	29-May
					17000	17-May	83754	52	450	1					6-May
B76WMLJ	1		1-May	829968106	10-May
	B241APPJ	13000	8	1			63	5-May
2-May	789365699
	B124GRPJ	7					72	30-Apr
				29-Apr	769939888	340	2					8-Apr
B124WMLS	2	6-Apr	7		151	2	5-Apr
19-Apr	702929209	1220		18-Apr
			11000			64					43	1	7-Apr
12-Apr	636927028		177	1				1-Apr
543016700	2250
439547282	630
27-Mar	37	169	26-Mar
B241GRPS		290	2	5-Mar	371493752	2					4-Mar
21-Mar	3334	156	20-Mar
B76GRPJ	19-Mar	330312002							18-Mar
15-Mar	276040414		14-Mar
270699959		850		1	3-Mar
B76STWS	255215557	3980		1	2-Mar
	B241APPS		21000	232555599						11-Mar
166441474		157
162847032
28-Feb		143	27-Feb
13-Feb			91	3500		12-Feb
8466	136					11-Feb
5-Feb	44000670	3250					4-Feb

Exhibit C

4-Feb 39 98 1

N/A

0.2

4-Feb 78 150

0.2 0.5

0.9

4-Feb 98

Others 0.6 0.1 0.8 0.1 0.8 0.9

4-Feb 39 51 1.5 2.5

0.5 0 1 0.8 0.7 1

11-Feb 93 94 0.5 2.2 Labor Expertise

0.2 0 0.9 1 0.3

11-Feb 22

N/A 0.7 0.2 0.7 0 0.5 0.7

11-Feb 97 100 0.7

Labor Shortage (Absence) 0.2 0.3 0.2 0.6 0.9 0.8

11-Feb 80

2.5 2 N/A 0.8 0.9 0.8 0.7 0.6 0.7

68 141 1.6 2 Labor Expertise 0.7 0.8 0.1 1 0.5 0.5

18-Feb 94 100 1

Labor Expertise 0 0.1 0.9 0.7 0.1 0.6

18-Feb 4 180 2.3

N/A 0.8 1 0.5 0.9 0.3 0.7

18-Feb 6 8 1.7 1.8 Others 0.9 0.6 0.2 0.9 0.4 0.5

18-Feb 39 46 1.7

Delays in bringing the line down 0.9 0.4 0.4 0.9 0.7 1

81 6 1.7 1.1

0.1 1 0.6 0 0.3 0.8

25-Feb 92

2 1.6 N/A 0.7 0.9 0.4 0.3 0.5 0.8

25-Feb 10 100 1.2 2.3 Labor Expertise 0.6 0 0.6 1 1 0.3

25-Feb 62 30 1.1 1 No Spares parts 0.3 0.1 0.7 0.6 0 0.4

4-Mar 72 163 2.3

Labor Expertise 0.9 0.9 0.5

1.1 1.2

4-Mar 31 20 1.9 0.3 No Spares parts 1 0.6 0.3 0.1 0.1 0.1

4-Mar 35 128 0.9 1.1 Labor Shortage (Absence) 0.3 0.4 0.2 0.3 0 0.8

4-Mar 34 19 1.8 1.7 No Spares parts 0.7 0.8 0.3 1 0.7 0

11-Mar 53 50 1.1 2 No Spares parts 0.7 0.3 0.1 0.1 1 0.9

11-Mar 91 16 1.6 1.8 No Spares parts 0.7 0.7 0.2 1 0.2 0.6

11-Mar 12 40 0.5 2 Delays in bringing the line down 0.1 0.2 0.2 0.8 0.7 0.5

11-Mar 23 60 0.6 1.2 Delays in bringing the line down 0.2 0.4 0 0.6 0.2 0.4

11-Mar 71 79 2 1.5 N/A 0.5 0.7 0.8 0.7 0.3 0.5

18-Mar 3 44 1.4

N/A 0.4 0.5 0.5 0.9 0.7 0.5

18-Mar 89 109 0.9 1.9 Labor Expertise 0.3 0.6 0 0 1 0.9

18-Mar 39

0.3 2.2 Labor Shortage (Absence) 0.3 0 0 0.2 1 1

18-Mar 78 151 1.1 1.8 Delays in bringing the line down 0.5 0 0.6 1 0.4 0.4

18-Mar 88 50 1.7 1 No Spares parts 0.7 0.5 0.5 0.8 0.2 0

18-Mar

31 2.1 1.4 No Spares parts 0.1 1 1 0 1 0.4

41

2

Labor Expertise 0.9 0.3 0.8 1.5 1.3 1

25-Mar 91

2 2.5 Labor Expertise 0.6 0.7 0.7 0.4 1.1 1

25-Mar 74 33 1.4 0.9 No Spares parts 1 0.4 0 0.2 0.3 0.4

10040 25-Mar 94 98 1.4 1.5 Labor Expertise 0.4 0.9 0.1 0.5 0.5 0.5

1-Apr 51

1.8 1.9 Labor Expertise 0.6 0.7 0.5 0.9 0.6 0.4

1-Apr 29 23 0.7 1.9 No Spares parts 0 0.2 0.5 0.2 0.9 0.8

1-Apr 88

1.5 1.4 N/A 0.6 0.7 0.2 0.4 0.8 0.2

1-Apr 86

1.9 2 N/A 0.8 0.6 0.5 1 0.3 0.7

8-Apr 72 72 1.7 1.7 N/A 0.6 0.9 0.2 0 0.7 1

8-Apr 20

1.6 1.3 N/A 0.2 1 0.4 0.6 0.6 0.1

8-Apr 35 89 2.3 2.5 Labor Expertise 0.7 1 0.6 0.6 0.9 1

8-Apr 40 161 0.6 1.6 Labor Expertise 0.1 0.3 0.2 0.3 0.3 1

62 63 1.2 1.7 Labor Expertise 0.3 0.8 0.1 0 0.9 0.8

15-Apr 41 97

2 Labor Expertise 1 1 0.4 0.8 0.2 1

15-Apr 94 200 0.6 2.1 N/A 0.1 0 0.5 0.9 0.5 0.7

15-Apr 76 192 0.5 1.9 N/A 0 0.5 0 0.8 1 0.1

15-Apr 19 104 2.5 2 Labor Shortage (Absence) 0.5 1 1 1.1 0.5 0.4

25 5 1.6 0.8 No Spares parts 0.9 0.7 0 0 0.1 0.7

22-Apr 36

1.5 1 Others 0.5 0.3 0.7 0.3 0.1 0.6

22-Apr 14 33 1 2 Labor Shortage (Absence) 0 0 1 0.3 1 0.7

22-Apr 52 77 1.2 1.4 Labor Expertise 0.1 0.2 0.9 0.7 0.4 0.3

29-Apr 90

1.3 1.6 Labor Expertise 0.2 0.1 1 1.3 0.3 0

29-Apr 6 154 1.6 1.4 Labor Expertise 0.6 0.9 0.1 0.5 0.5 0.4

29-Apr 20 38

2.3 N/A 1 1 0.8 0.9 1 0.4

10060 29-Apr 31 109 1.6 2 N/A 0.4 0.2 1 0.8 0.5 0.7

6-May 90 157 1.7 1.8 N/A 0.1 0.8 0.8 0.9 0.2 0.7

6-May 41 100 1 1.6 N/A 0.4 0.1 0.5 0.7 0.6 0.3

6-May 67 151 1.6 2.6 Labor Shortage (Absence) 0.7 0.2 0.7 2 0.3 0.3

6-May 90 88 2 1 No Spares parts 0.9 0.1 1 0.2 0 0.8

82 90 0.9 1.6 Labor Expertise 0.1 0.4 0.4 0.6 0.1 0.9

13-May 20 79 1.3 0.8 N/A 0.1 0.4 0.8 0.2 0.2 0.4

13-May 44 143 2 1.7 N/A 1 0.1 0.9 0.3 1 0.4

13-May 67 135 1.5 0.8 N/A 0.5 0.2 0.8 0.2 0.4 0.2

13-May 10 7 1.6 1.5 No Spares parts 0 0.7 0.9 0.1 0.4 1

13-May 73 177 2.5 2.3 Labor Expertise 0.5 1 1 1 1 0.3

13-May 61

2.2 1.9 N/A 0.8 0.9 0.5 0.1 1 0.8

13-May 95

1.2 1.5 N/A 0.5 0.7 0 0.4 0.2 0.9

54 72 0.7 1.2 N/A 0.2 0.1 0.4 0.4 0 0.8

20-May 24 119 1.5 0.9 N/A 0.8 0 0.7 0.3 0.6 0

20-May 5 121 1.6 1.9 Labor Expertise 1 0.5 0.1 0.1 0.8 1

82 89 1.2 1.7 Labor Shortage (Absence) 0.9 0.2 0.1 0.8 0.6 0.3

27-May 89 41 1.8 0.7 No Spares parts 0.5 0.8 0.5 0.6 0.1 0

27-May 40 8 2 1.9 No Spares parts 0.8 0.4 0.8 0.9 0.8 0.2

27-May 57 46 1 1.5 No Spares parts 0 0.8 0.2 0.2 0.7 0.6

27-May 92 63 1.1 0.5 No Spares parts 0.2 0.6 0.3 0.1 0.3 0.1

3-Jun 40 121 2 3.8 Labor Expertise 0.2 0.9 0.9 1.6 0.9 1.3

3-Jun 40 130 1.5 1 N/A 0.7 0.6 0.2 0.3 0.3 0.4

3-Jun 57 23 1.9 0.2 No Spares parts 0.8 0.6 0.5 0.2 0 0

3-Jun 80 82 0.9 2.6 Labor Expertise 0.5 0 0.4 1 0.6 1

33 112 2.5 2.5 Labor Expertise 0.8 0.9 0.8 1 0.9 0.6

10-Jun 72

1.9 1.9 N/A 0.9 0.5 0.5 0.8 1 0.1

10-Jun 7 128 2.1 1.4 N/A 0.7 0.5 0.9 0.7 0.3 0.4

10-Jun 16 2 2.1 1.9 No Spares parts 0.8 1 0.3 0.9 0.7 0.3

13

0.7 2.1 Delays in bringing the line down 0 0.3 0.4 0.2 0.9 1

17-Jun 32

1.9 2.1 Labor Expertise 0.6 0.3 1 0.5 0.8 0.8

24-Jun 31 156 2 1.7 Labor Shortage (Absence) 0.2 0.9 0.9 1.2 0.1 0.4

24-Jun 38 189 1.7 1.4 N/A 0.5 0.3 0.9 0.2 0.6 0.6

24-Jun 2 135 0.9 1.7 Labor Expertise 0.8 0 0.1 0.9 0.1 0.7

24-Jun 47 57 1.8 2.2 Labor Expertise 0.9 0.4 0.5 0.7 1 0.5

24-Jun 21 31 0.3

Delays in bringing the line down 0.2 0 0.1 0.9 0.9 0.9

1-Jul 93 56 1.9 1.4 No Spares parts 0.9 0.8 0.2 0.1 0.4 0.9

1-Jul 43 10 2.1 1.3 No Spares parts 0.4 1 0.7 0.5 0.3 0.5

1-Jul 45 56 1.5 1.5 N/A 0.1 0.8 0.6 0.5 0.1 0.9

1-Jul 88 39 0.7 1.3 No Spares parts 0.1 0.2 0.4 0.1 0.9 0.3

1-Jul 20 74 0.9 2 Labor Expertise 0.7 0.2 0 0.3 1 0.7

8-Jul 98

1 1.9 N/A 0.1 0 0.9 0 1 0.9

8-Jul 30 27 1.5 0.6 No Spares parts 0.1 0.5 0.9 0.2 0 0.4

8-Jul 46 76 1 1.2 Labor Expertise 0.4 0.4 0.2 0.1 0.4 0.7

15-Jul 43

1.2 2.2 Labor Expertise 0.3 0.1 0.8 0.8 0.6 0.8

15-Jul 5 182 1.6 1.8 Others 0.7 0.6 0.3 0.3 0.5 1

15-Jul 95 26 2.3 1.3 No Spares parts 0.7 0.6 1 0.1 0.5 0.7

15-Jul 11 29 1.5 2.5 Labor Shortage (Absence) 0.3 0.9 0.3 0.8 0.9 0.8

15-Jul 41 136 1 1.2 Others 0 0.7 0.3 0.4 0.2 0.6

15-Jul 1 15 1.1 1.2 Labor Expertise 0.2 0.8 0.1 0 0.6 0.6

15-Jul 75 63

0.7 No Spares parts 1 0.9 1 0.4 0.1 0.2

62

1.8 2.1 Delays in bringing the line down 0.5 0.3 1 0.8 0.8 0.5

22-Jul 81 19 2.2 2 No Spares parts 0.5 0.8 0.9 0.7 0.8 0.5

22-Jul 23

1.3 1.8 Labor Shortage (Absence) 0.5 0.2 0.6 0.1 0.7 1

22-Jul 42 17 2.4 1.9 No Spares parts 1 0.6 0.8 0.6 0.5 0.8

22-Jul 76 76 1.6 2.4 Labor Expertise 0.2 0.9 0.5 1 0.5 0.9

22-Jul 70 5 1.6 1.7 No Spares parts 0.9 0.5 0.2 0.2 0.5 1

22-Jul 95 41 1.6 0.7 No Spares parts 0 0.6 1 0.7 0 0

59 88 2 4 Labor Expertise 0.3 0.8 0.9 1.1 1.9 1

29-Jul 97 50 1.8 1.1 No Spares parts 0.9 0.5 0.4 0.2 0.2 0.7

29-Jul 69 14 0.6 1.2 No Spares parts 0.2 0.2 0.2 0.3 0.1 0.8

5-Aug 21 51 0.8 1.1 N/A 0.6 0.2 0 0.2 0.7 0.2

5-Aug 31 134 1.5 2.7 N/A 0.1 1 0.4 1 0.7 1

5-Aug 64 190 0.4 2.2 Labor Shortage (Absence) 0.4 0 0 0.8 0.9 0.5

5-Aug 87 135 1.7 2 Labor Expertise 0.6 0.7 0.4 0.5 0.5 1

5-Aug 43 130 1 1.9 Labor Shortage (Absence) 0 0.6 0.4 0.8 0.2 0.9

5-Aug 42 70 0.9 2.7 Labor Shortage (Absence) 0.2 0 0.7 0.8 1 0.9

5-Aug 99 100 1.3 1.8 Labor Shortage (Absence) 0.3 0.9 0.1 0.6 1 0.2

42 114 2 2.7 Labor Shortage (Absence) 0.7 1 0.3 1 0.7 1

12-Aug 6 94 1.4 2.6 Delays in bringing the line down 0.3 0.4 0.7 0.9 0.8 0.9

12-Aug 6 189 1.1 0.9 N/A 0 0.7 0.4 0.1 0.2 0.6

12-Aug 38 150 1.5 1.7 Others 0.8 0.1 0.6 0.9 0.7 0.1

12-Aug 67 169 2 1.2 N/A 0.1 1 0.9 0.4 0.3 0.5

12-Aug 22 40 1.9 1.4 N/A 0.6 0.5 0.8 0.4 0.6 0.4

12-Aug 43 49 1.1 1.6 Labor Expertise 0.7 0.4 0 0.5 0.6 0.5

12-Aug 20 64 1.1 0.8 N/A 0.9 0.2 0 0 0.3 0.5

19-Aug 80

1.1 2.1 Delays in bringing the line down 0.3 0.8 0 0.8 0.9 0.4

19-Aug 34 36 1.3 1.3 N/A 1 0.2 0.1 0.7 0.6 0

19-Aug 23

2 3 Labor Expertise 0.5 0.5 1 1 1.5 0.5

19-Aug 70 70 1.3 1.6 Labor Expertise 0.7 0.4 0.2 0.9 0.2 0.5

19-Aug 79

1.4 1.3 Labor Expertise 0.8 0.4 0.2 0.4 0.7 0.2

19-Aug 24 75 1.2 1.5 Labor Expertise 1 0 0.2 0.3 1.1 0.1

	Exhibit C: Maintenance Schedule
Mason Davoodi: Mason Davoodi: This data set provides the information for work orders planned on each maintenance day for ONE production line. Details include planned/actual maintenance date, parts need and availability, reason for delay, and hours planned/actual for different worker category(Operator, Electrician, Mechanist).	Planned Maintenance	Actual Maintenance
Work Order ID Mason Davoodi: Mason Davoodi: 138 work order	Schedule Maintenance Date Zhao, Niki: Every Monday schedule for maintenance Picked 2 dates per month from Feb till Aug.	Parts Needed	Parts Available	Labor Hours Planned	Labor Hours Actual	Delay Reason	Electrical Work Hour Planned	Operator Worked Hour Planned	Mechanical Work Hour Planned	Electrical Work Hour Actual	Operator Hour Actual	Mechanical Work Hour Actual
10001																		1.7																																																																			0.6																																																																																			0.2																																																																					0.1																																																																																				0.7																																																																																													0.9
10002																			1.1								2.2																Labor Shortage (Absence)																																																																					0.4																																																																																				0.5																																																																																0.8
10003		154																					1.5														1.8
10005										Delays in bringing the line down
10010																																																																			0.3
10011	129																						1.6																	1.2
10012								2.3
10013		112
10014					18-Feb
10015														1.4
10016																					1.9
10017
10018				2.6
10019				25-Feb																															No Spares parts
10020		192
10021
10022
10023	3.6																1.3
10024
10025
10026
10027
10028
10029
10030
10031
10032										2.1
10033
10034			189
10035
10036
10037		73
10038				25-Mar	181		3.8
10039		119
	10040
10041	188
10042
10043	137
10044	144
10045
10046	113
10047
10048
10049					15-Apr
10050			2.4
10051
10052
10053
10054				22-Apr
10055	198
10056
10057
10058				135
10059
	10060	2.8
10061
10062
10063
10064
10065								13-May
10066
10067
10068
10069
10070
10071	118
10072	186
10073			20-May
10074
10075
10076					27-May
10077
10078
10079
10080
10081
10082
10083
10084
10085				10-Jun
10086	142
10087
10088
10089		17-Jun	179
10090	125
10091
10092
10093
10094
10095				2.7
10096
10097
10098
10099
10700
10800		182
10900
10100
10101	102
10102
10103
10104
10105
10106
10107	2.9
10108							22-Jul	197
10109
10110	195
10111
10112
10113
10	114
10115			29-Jul
10116
10117
10118
10119
10120
10121
10122
10123
10124
10125								12-Aug
10126
10127
10128
10129
10130
10131
10132
10133	174
10134
10135	145
10136
10137	175
10138

Exhibit D

Production

Exhibit D:Process Flow Chart
Mason Davoodi: Mason Davoodi: Raw Material intake process flow chart	Procurement	Stored

Exhibit E

	Exhibit E: Facility Layout
Mason Davoodi: Mason Davoodi: Overall Facility layout including truck yard, Warehouse, staging area and production/packaging layout

Exhibit F

	Exhibit F: Maintenance Day Planning and Execution
Mason Davoodi: Mason Davoodi: The exibits shows the planning, and execution process for a maintainance day at the facility	2 weeks planning	1-2 days execution

Current State Process

Currently the plant executes an 8 hour maintenance day (MD) twice a month. The planning starts 2 weeks before the MD and maintenance activities are selected from the preventive maintenance schedule. Backlog or pending maintenance activities are prioritized. Each maintenance activity has details on time and skill set required (electrician, operator, etc) for completion. Based on that, the total labor hours activities are planned.
Average time from order to receipt of spares is 2 weeks. Based on the MD activities, spares are staged in the storeroom 2 days before execution. On the morning of the MD, the spares are staged next to the packaging line. The MD activities are assigned to the staff based on availability on the day and activities are executed. At the end of the MD, progress is noted and activities not completed are noted.

S1-Material Management

S2-Asset Care

S3-Factory Effeciency

S4-Creative Solution

Term Project

Juice-Perfect’ Manufacturing Strategy & Operations:

Unplanned Downtime Reduction

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Company Background

Juice-Perfect, a California-based juice manufacturing company, has six manufacturing plants around the US that produce various sizes and flavors of juices and smoothies. In recent years, management noticed that Juice-Perfect’s market share has decreased due to its inability to sustain the level of expectations and market demands. A group of internal analysts conducted a thorough investigation of the root causes of the performance decline and published a report that identified problems in juice- Perfect’s manufacturing and supply chain operations as critical factors. In response, leadership at the company decided to contract a team to help identify improvement areas in their supply chain and propose a plan to reform the manufacturing processes across all plants. Management has decided to pilot the changes on the packaging lines only at one of the plants. Using internal performance metrics (Exhibit A), Juice-Perfect wants to identify the worst performing plant in its network. With an aim to boost the day-to-day operations of this plant, Juice-Perfect is asking us to uncover pain points within the plant’s filling/packaging line and recommend improvement strategies that they would be able to implement nationwide.

Juice-Perfect’ Manufacturing Supply Chain Operations

Juice-Perfect employs industry-regulated manufacturing strategies uniformly across all locations. The manufacturing process, employed by Juice-Perfect, is based on a standard beverage manufacturing procedure. The complex manufacturing process can be broken down into two main areas: Upstream Production (which will be called “production”) and Filling/Packaging. The three manufacturing capabilities that govern the performance of the Filling/Packaging operations are raw material management, asset management, and factory efficiency. To ensure efficient plant operations, the three main interconnected manufacturing capabilities will have to be managed practically and economically.

Raw Material Management

The manufacturing process consists of several main steps leading to juices being filled in bottles/cartons and packed. The first step is “Raw Material Processing,” in which raw materials are procured, sorted, and processed to prepare them for production. The processed materials (products) are then staged at the packaging lines based on order requirements and other raw material availability. The produced juices are then filled into the assigned containers and sealed. Once this is complete, the finished products are packaged in different configurations depending on the order requirements.

Since the Filling/Packaging lines operate independently from the production processes, Juice-Perfect has separate teams in charge of operations and packaging material procurement, inventory management, production planning/forecasting, personnel training, asset maintenance, and shipments oversight. Due to the complexity and the fast-paced manufacturing process, Juice-Perfect needs to optimize the acquisition of packaging raw materials from the vendor. Juice-Perfect acquires a variety of packaging products (different sizes of bottles/cartons, caps, and label wrappers) to provide its current offerings to its customers which include three different sizes of bottles or cartons: large, medium, and small that would hold two different products: pure fruit juice and smoothies. Of those variations, there are ten different flavors of fruit juices and seven combinations of smoothies. It is also imperative that the communication between functional teams, operating in the upstream processes, and the packaging lines, must be seamless to effectively manage, forecast, and maintain inventory levels of packaging containers and perishable produced goods.

Asset Management

Production not only relies heavily on sales forecasting, market demand, and a thorough analysis of the historical performance data but also on well-predicted and executed asset maintenance. These aspects, and the personnel involved, must work together synchronously. An efficient asset maintenance plan must be created and executed around production plans and take into consideration the level of technical expertise and the time it takes to perform the best-standard practices. Mismanagement in these areas could result in devastating results. For instance, during one of the peak demand periods, predictive maintenance by the asset maintenance team failed because spare parts were not stocked in inventory. This led to inaccurate equipment repair history, material costs, wasted products, and varying degrees of downtime. Lost production time was not the only repercussion of this oversight; significant orders were canceled. As a preventative measure to mitigate unexpected downtime, Juice-Perfect needs to develop a robust strategy for the asset management program. Production and maintenance operators need to be assigned to each process line effectively, responsible for prioritizing work according to the production

plan and manage the transfer of workstream.

As described, Juice-Perfect’ manufacturing processes are very complicated. There may be various issues and aberrations that may detract from the performance of the network of manufacturing plants. Juice- Perfect wants the consulting team to identify key operational improvement opportunities based on the data are given, and thorough research of industry trends/standards as well as provide strategic recommendations to be nationally implemented and elevate the company’s overall performance.

DRAFT DATA EXHIBITS

A. Yearly Performance Overview

B. Inventory Delays

C. Maintenance Schedule

D. Process Flow Chart

E. Facility Layout

F. Maintenance Day Planning and Execution

Report Submission Format

1) Each team must submit a report containing no more than eleven total slides that are developed as if the team is presenting their proposal to the instructor. The eleven slides could be developed in any presentation software (e.g., PowerPoint), and then converted into PDF format (4 slides on each page). The second required slide is an executive summary overview to start the presentation. Similarly, the presentation will finish with the 11th slide for results and conclusions. There is no need for a thank you or questions slide at the end.

2) Owing to the COVID19 outbreak, we may not have in-class or live group presentations, so each team must submit a recorded presentation that should not exceed seven minutes. The format of the file should be .mp4 or .mov in a concise capacity. Students can use the NYIT logo, school colors, and emblems. At least two team members must participate in the recorded presentation.

Note that a simple voiceover narration of the team’s slides is acceptable,

Scores are given for this project

Purpose of measuring the learning goals, the following three (3) scores are given for this project

Score 1: The quality of company-specific analyses made to identify the decisions taken (MBA – 2M, MBA-QANT);

Score 2: The ability to make decisions under an uncertain environment (MBA-3G); and

Score 3: The demonstration of collaborative decision-making (MBA-1G).