CONOPS

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Kibby and Strand CONOPS Plan

Alexis Finley

Michael Fleming

Kerry-Ann Gooden

Sean Hall

Park University

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Table of Contents

Executive Summary Section 1: Introduction

Mission Goals Operational Objectives: Receiving, Production, and Shipping Operations Management: Assumptions, Barriers, and Constraints Measurements

Section 2: Forecasting Plan

Data Collection and Use Statistics and Analysis Charts and Graphs

Section 3: Operational Design

Receiving Production Shipping

Section 4: Production Selection Plan

New Contracts Section 5: Data Collection Plan

Data Collected and Use Statistics for Analysis Graphs and Charts

Section 6: Quality Improvement Plan Section 7: Process Improvement Plan References

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Executive Summary

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Introduction Mission Kibby and Strand is a young textile production company that provides world-class quality

clothing products to retailers throughout the United States through commitment towards

innovation and continuous process improvement for our customers.

Goals

● Provide exceptional quality finished products that exceed customer’s expectations

● Provide 100% of products on or before order deadlines

● Ensure the highest level of customer satisfaction

● Be a pioneer in its sector by investing in people and technology and by producing

products at low cost

● To advance knowledge and pushing the boundaries in fashion, textiles, and design

● To lead and enhance the development of the fashion and textile industry

Operational Objectives

Kibby and Strand’s operational strategy is to provide the highest quality of products and services

to their customer’s order on or before the requested delivery dates. The organization is dedicated

to research and innovation to stay ahead of their competitors since they are new in the industry.

Kibby and Strand focuses on staying ahead of the latest fashion trends by improving their

products and process design in hopes of gaining new and more contracts as the organization

grows.

1. Receiving - the receiving department plays a critical role in the organization such as

gathering data on seasonal trends. For instance, the Receiving Manager will make sure to

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calculate future sales and order enough raw materials to fulfill customers’ wants for that

specific quarter. In addition, the receiving department will maintain a minimum level of

different materials so production is not halted as anticipated orders come through during

that season. And lastly, the receiving department will maintain a standard number of

employees to ensure delivery of raw materials are processed and sorted in a timely

manner.

2. Production - the production department is responsible for converting raw materials and

other inputs into finished goods. The production department will succeed by maintaining

and developing high skilled machine operators capable of maintaining high use and

efficient automated machinery. In between the processes of production, the department

works to improve the efficiency of the production line so that it can meet the output

targets set by company management and ensure finished products offer consumers the

best value and quality.

3. Shipping - the ​shipping department is responsible for receiving, logging and storing

products until they can be distributed to the customer before their contract deadline. In

addition, the department will be in charge of managing shipping costs when selecting the

most efficient delivery method in order to meet contract commitments. And lastly, the

shipping department employees must fulfill shipping orders by picking the right product

from inventory and packaging the goods to get them ready for shipment.

Operations Management

Assumptions

1. The demand for fashion and textile products will always be a must in society

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2. Fashion and textile raw materials will always be available with excess supply

3. Machine technology will continue to improve resulting in more efficient products

and lower cost equipment.

Barriers

1. Kibby and Strand will need to have a competitive advantage against their

competitors in the fashion and textile industry.

2. Kibby and Strand is a new start-up company that has not developed their

reputation with society.

3. Manufacturers now face a brutal workforce shortage that threatens to impede

continued growth in 2019.

Constraints

1. Kibby and Strand need to increase their financial stability to maintain larger

inventories of raw materials without needing to sell back to suppliers.

2. Limited resources due to a new start-up company in the industry

3. Hiring candidates to work for Kibby and Strand instead of their competitors by

offering a better compensation package.

Measurements

Many external factors can affect an organization’s productivity such as the national economy, a

recession, inflation, competition, and many more (2020). Kibby and Strand will measure their

operational objectives by:

1. Labor productivity (total output / total input) - has a huge impact on profits and with a

simple equation, can track productivity per individual, team, or even department.

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2. Efficiency (standard labor hours / amount of time worked) - while productivity measures

quantity, efficiency measures quality.

3. Machine Productivity (number of total garments produced / total stitching machines

used) - another form of measuring line productivity.

Forecasting Plan - KerryAnn

Operations Design - Michael Contains the production schedule: e.g., 24/7, 2 shifts a day Mon – Fri, etc.

Contains the organization chart, i.e., the chain of command Includes objectives of each department: receiving, production, and shipping

Contains the assumptions and constraints for operations

Contains the layout of operations, i.e., the “floor plan”

Production Selection Plan - Michael

Data Collection Plan

Data Collection Plan

Measure Title

Data Type

(Continuous or Discrete)

Operational Definition

Stratification Factors

(By who/what/

where/when)

Sampling Notes

(Time Frame, etc.)

Who and How

(Person responsible and method - Check

Sheet?)

Contracts Discrete Number of completed contracts

By customer Monthly Production Manager reviews

the files

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Damaged Machines

Minutes - Continuous

Amount of time machinery is down

due to damage.

By machine / Service team

Weekly Production manager reviews the machine and

service log / Verifies it's not the

same machine

Defective products

Discrete Products that are low quality and unable to send to customers.

By product Weekly Receiving Manager will

inspect quality of materials /

Shipping Manager will inspect finished

products

Late Deliveries of

Raw Materials

Discrete The number of deliveries that are delivered past the due date on the original order.

By suppliers Monthly Receiving Manager will

review the original orders

Late shipments

Discrete Number of shipments delivered past the

due date outlined in the contract

By customer Monthly Shipping Manager will review delivery

invoices

On-Time Deliveries

Discrete Contracts delivered prior to or on the due

date

None Monthly Shipping manager will review the

delivery log

Output Discrete The number of products that are

manufactured correctly the first time

through the production process.

By product End of each day

Production manager reviews the machine log and production

schedule

Product Processing

Time

Minutes - Continuous

The amount of time it takes to produce a

single item.

By product Once per day Production Manager reviews the machine log

and the production schedule / Upgraded

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machinery needed to decrease time

Sorting Products

Discrete The amount of raw materials that are

sorted in the receiving department.

None Weekly Receiving Manager reviews the sorting logs

Quality Improvement Plan - KerryAnn

Process Improvement Plan - Sean

References Bolt, C. (2018, December 19). How Manufacturers Will Tackle the Talent Shortage in 2019.

Retrieved April 16, 2020, from https://www.industryweek.com/talent/article/22026861/how-manufacturers-will-tackle-the-tal ent-shortage-in-2019

How to Calculate Workplace Productivity. (2020). Retrieved April 16, 2020, from

https://www.smartsheet.com/blog/how-calculate-productivity-all-levels-organization-employe e-and-software