麥x錫-mifa300kitschcasebrief-文庫吧
2025-05-09 02:07 本頁面
【正文】 ants to connect the production process to the customer as visually as possible. Equipment for chic kitchens adorn your kitchen Sales Department Kitsch works with a distributor called Lait which processes orders from retailers and collects products from Kitsch on daily milk rounds to the retailers’ distribution centres. Lait advances 30, 60 and 90day forecasts to Kitsch, which benefits from a fairly constant total weekly demand per product variant. This enables Lait to provide Kitsch every Thursday afternoon with a Confirmed Order List for the following week. A typical Confirmed Order List is included as Figure 1. Kettles are manufactured in White, Green, Yellow or Mauve plastic. For each of these colours there is only one colour for the insert in the kettle lid. The finished product will also have an electrical kit that is specific for its destination country. Kettles of every colour are made for the French and German markets, but no mauve, green or yellow kettles are ever made for the UK. Production Control Department The production control department loads the 30,60 and 90 day forecasts from Lait onto an MRP system. The system generates a weekly build schedule for each department, which are distributed every Monday. Every Thursday the production control department receives a list of confirmed orders from Lait for the following week. The following day the production control department sends a copy of the list to the dispatch department. The production control department admitted that the WIP figures on the MRP system were ‘not necessarily accurate’. Quick counts of kettlerelated inventory in all departments at the time of the factory tour are detailed in Figure 2. Purchasing Department The MRP system is used to generate firm orders for all boughtin ponents. Orders for the kettle bodies are faxed every Tuesday to Fungus Ltd which then delivers kettle body moulds on Wednesday, Thursday and Monday. However, the purchasing manager plained that he is often expected to cancel or correct orders with very little notice when priorities change as a result of the production department’s ‘inability to keep to the MRP schedule’. In an effort to preserve
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