PM ASSESS IV

294 PART 2 DESIGNING OPERATIONS

Discussion Questions* 1. As Diane's new assistant, you need to flowchart this process.

Explain how the process might be improved once you have com-

pleted the chart.

2. If a mother is scheduled for a Caesarean-section birth (i.e.' the baby is removed from the womb surgically), how would this flow-

chart change?

3. lf atl mothers were electronically (or manually) preregistered, how would the flowchart change? Redraw the chart to show your

changes.

4. Describe in detail a process that the hospital could analyze, besides the ones mentioned in this case.

*You may wish to view the video that accompanies t}is case before address- ing these questions.

& Process Strategy atWheeled Coach Video Case &r Wheeled Coach, based in Winter Park, Florida, is the world's largest

manufacturer of ambulances. Working four l0-hour days each week,

350 employees make only custom-made ambulances; virtually every

vehicle is unique. Wheeled Coach accommodates the marketplace by providing a wide variety of options and an engineering staff accus- tomed to innovation and custom design. Continuing growth, which

now requires that more than 20 ambulances roll off the assembly line each week, makes process design a continuing challenge. Wheeled

Coach's response has been to build a focused factory: Wheeled Coach builds nothing but ambulances. Within the focused factory, Wheeled Coach established work cells for every major module feed-

ing an assembly line, including aluminum bodies, electrical wiring hamesses, interior cabinets, windows, painting, and upholstery.

Labor standards drive the schedule so that every work cell feeds

the assembly line on schedule, just-in-time for installations. The chassis, usually that of a Ford truck, moves to a station at which the aluminum body is mounted. Then the vehicle is moved to painting.

Following a custom paint job, 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 forward to the station at which cabi-

netry is delivered and installed, then to a window and lighting station,

on to upholstery, to fit and finish, to further customizing, and finally to inspection and road testing. T\e Global Company Profile feaitr' ing Wheeled Coach, whicf opens Chapter 14, provides f'urther details about this process.

Discussion Questions* 1. Why do you ttrink major auto manufacturers do not build ambu-

lances?

2. What is an alternative process strategy to the assembly line that Wheeled Coach currently uses?

3. 'f,fhy 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?

4. How does Wheeled Coach manage the tasks to be performed at each work station?

*You may wish to view the video tlat accompanies this case before address- ing these questions.

. Additional Case Study: Visit www.myomlab.com or www.pearsonhighered.com/heizer for this free case study: Matthew Yachts, Inc.: Examines a possible process change as the market for yachts changes.