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5061-FA22-A08a2-logistics in sys design and development-beta
FA22 REVISED
Florida Institute of Technology
Department of Extended Studies
Virtual Site
MGT5061-IU-FA22 Systems & Logistics Support Management
Dr. Paul Battaglia
A08a Logistics in systems design and development BETA
You also need file A08b Kryptonite lock video.
Do NOT try to view the video through Canvas. Canvas gives very spotty results.
It is much better to download the file; and then watch the video directly on your computer or other smart device.
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Assignment is 8 percent of the course grade
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Individual work.
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How submitted:
*** post your file (or files) with your answers to the assignment in Canvas.
MS Word for longer narrative.
If you use software (such as Excel), then also load that file.
If you solve manually or graphically, then best to scan & load that file
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The general scenario is that you are working for the company (Light-Up-My-Light, Inc). And need to do certain analytic or managerial work. Obviously (?), the major topics addressed will be the course topics; and more specifically usually the material from the current chapters!
Please remember to:
.a. put your last name in the file name;
example: 5061-FA22-your name-A08
.b. put identification in the running heading; and
something like 5061-FA22-your name-A08
.c.number the pages as part of the running heading.
I usually print out your answers and these items help me to identify whose work I am looking at, grading, etc.
Unless other arrangements are made (e.g., you “invoked” an extension), your answers are due according to the class schedule.
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Basic Copyright 2022 Dr. Paul Battaglia and Florida Institute of Technology. For use ONLY by students enrolled in MGT5061-FA22. Any other use requires explicit permission.
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Light Up My Light, Inc.
At the weekly staff meeting the CEO thanked everyone for their response to the questions related to logistics and supportability analysis.
The CEO also commented —
| That {analysis} really helped me to see a different picture of our new product/system process. And — gee, some of this logistics stuff is pretty interesting in its own right. I can see why a person could get hooked on this.
I get the impression that “time is of the essence”. We want the logistics factors to be considered as early as possible. While I was out jogging last night (Mrs. Ennis regularly does a couple of 5 k’s; 10 k’s; and half-marathons each year) it struck me that maybe we should get more logistics involvement earlier in our product life-cycle. I mean the discussion a few weeks ago was kicked off by a simple report on planned additions & drops & changes to the product line. And we do that stuff pretty regularly, like every quarter. So, would you please let me know how we might get logistics planning involved earlier? Here are some specific questions. And I always try to end up with a pretty open-ended opportunity for you to comment on points that I might not have thought of. |
The meeting then went on to a discussion of the company party planned (hopefully) for around Thanksgiving.COVID is still of concern.
Naturally since these questions are logistics related. Sothe senior logistician for LUML gets the “honor” of preparing the memo.
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Reminder. Other graded elements are not always directly asked for? And as academic work we are also looking to “document” any sources that you may have used. So, use references—APA format preferred for in-text and reference list.
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[Note. Probably a page or two on each question (not necessarily each part of the question) should be fine. If so inclined one could write a great deal on this topic and these questions. Some of the answers might benefit from a basic flow chart or figure of the steps you are describing.]
Q#1. (100 points) LUML managers want to get logistics considerations into the design and development process as early as possible.
- (30 points) Is that a good assessment of the goal? Why would LUML want to do that?
- (40 points) What might such a process look like? All agreed that some kind of a flow diagram (rather than a zillion words) would be useful.
(.c.) (30 points) Still, some explanation is also needed.
Q#2. (100 points) What would LUML management hope to accomplish if LUML did such an analysis?
(50 points) What might be the objectives?
(50 points) Would it be prudent to also include fixtures that are being discontinued? Why?
******* BACKGROUND ********
| See file A08b. This is a wmv file which is pretty basic. In the past few classes we have not really had any problems viewing this file. I did not delete the audio portion. The commentary is not particularly useful for our work, but you may still find the commentary to be interesting. |
The CEO made other comments in another part of the virtual staff meeting.
**
CEO: The other night I was messing around with my computer. I came across an interesting video. It dealt with a problem — a design deficiency to say the least — for Kryptonite bike locks.
The ‘Kryptonite Lock” is not exactly cheap. When they first came out they were close to $100; but the current price is closer to $30.
Because of the security that the lock provided, the company generally offered a ‘guarantee’ to replace your bike (up to $2,000) if the bike was stolen when properly secured with their lock. New York City and a few other placed were excepted! So, they must have been pretty sure that they had covered all the bases for “risk”.
After one look at the video, it is obvious that they missed at least one “risk”.
The owners of our fixtures are not likely to face a similar threat. Light fixtures are not typically locked for security. Nor are fixtures typically stolen such as a high value bike.
Of course, we do not know the risk identification and mitigation protocol that Kryptonite followed. Given their guarantee, one would tend to think that they did a pretty good risk analysis.
A few weeks ago, at LUML we had a discussion on how our fielding of new products does not always turn out as well as we would like. A number of defects were identified in new products shortly after being offered for sale.Of course that means that the customers were identifying the problem. It is bad enough when LUML internally id’s a problem!
So apparently WHEN and HOW we discover a “problem” with one of pur products is pretty important.
***** END BACKGROUND ********
Q#3 (100 points) Is there a tool or analysis (or two) that LUML might use to try to identify problems & risks as we design and prepare to produce these lights? Explain a bit how this would work.
[Note: pick TWO tools. The book covered a number of tools. We might think in terms which tools are “more powerful”? In any event briefly explain your rationale for selecting the tools.]
Q#4 (100 points) A few weeks ago we had the situation where we luckily became aware of some problems after the fixtures were shipped. Luckily a person was keeping some pretty basic notes on the returns.
Is there some kind of a tool or analysis (or even two) that might help us to find and fix problems after products/systems are fielded? Briefly explain how that might work.[Note: again,pick TWO tools. The book covered several tools. Explain your rationale for selecting the two.]
Q#6 (50 points if answered; 0 if none or no answer.) Is there anything else that I or the other LUML managers should be aware of?
Again, do not forget the “standard” grading elements.
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