What is the issue in this case? How long does Martinelli have to solve the issue?

How does her role affect her ability to implem

In Martinelli’s case, her problem is the demand is going to exceed the capacity soon. Martinelli has to solve the issue within a
she needs to order new equipment to meet the demand. Since Martinelli is the vice-president at Danby, she has the ability to
do observations on daily/weekly production in order to do the planning, and act as a leader to figure out solutions to help the
goal.
ole affect her ability to implement a decision?

has to solve the issue within a week in order to see if

t Danby, she has the ability to estimate the demand,
gure out solutions to help the company to reach its
Process flow diagram for parcel Guard production.

Cabinet sub-assembly
& welding

Packaging
 Door installation &
Door sub-assembly wire harness

Wiring and electrical

Testing assembly
oor installation &
wire harness

Wiring and electrical

assembly
 8 hrs a day
Working hours 2400
No. of Lines 2
Operator Process cycle time (min) Capacity (weekly) CU
1 Cabinet sub-assembly & welding 6.67 720 82.30%
2 Door sub-assembly 6.4 750 79.01%
3 Door installation & wire harness 8.1 593 100.00%
4 Wiring and electrical assembly 7.06 680 87.15%
5 Testing 6.5 738 80.25%
6 Packaging 5.67 847 69.96%

Total Capacity 593

 5 days a week Total time 2400
Min
 8
Working hours
No. of Lines
Operator Process cycle time (min) Capacity (weekly)
1 Cabinet sub-assembly & welding 6.67 1080
2 Door sub-assembly 6.4 1125
3 Door installation & wire harness 8.1 889
4 Wiring and electrical assembly 7.06 1020
5 Testing 6.5 1108
6 Packaging 5.67 1271

Total Capacity 889

Costs

Total workers cost 14800

Equipment (Capex) 77000

Operator Process cycle time (min) Capacity (weekly)

1 Cabinet sub-assembly 5.1 941.18
2 Cabinet welding 5.3 905.66
3 Door sub-assembly 5.9 813.56
4 Wiring Harness 4.2 1142.86
5 Door installation 4.4 1090.91
6 Electrical assembly and inspection 4.8 1000.00
7 Testing 5 960.00
8 Packaging 5.7 842.11

Total Capacity 814

Costs
Total workers cost 12480
Equipment (Capex) 28000

Shift 1
 Working hours
No. of Lines
Operator Process cycle time (min) Capacity (weekly)
1 Cabinet sub-assembly & welding 6.67 720
2 Door sub-assembly 6.4 750
3 Door installation & wire harness 8.1 593
4 Wiring and electrical assembly 7.06 680
5 Testing 6.5 738
6 Packaging 5.67 847

Total Capacity 593

Costs

Total workers cost 9600

Only way to meet demand is increasing shifts to 3 shifts per day

hrs a day 5 days a week Total time 2400
2400 Min
3
CU
82.30%
79.01%
100.00%
87.15%
80.25%
69.96%

Electric 3
No. of workers (Others) 15
1 supervisor 1
Material Handler 2

8 hrs a day 5 days a week Total time

Working hours 2400 Min
No. of Lines 2

CU
86.44%
89.83%
100.00%
71.19%
74.58%
81.36%
84.75%
96.61%

Electric 2
No. of workers (Others) 14
1 supervisor 1
Material Handler 1
 2400 Min
2
CU Operator
82.30% 1
79.01% 2
100.00% 3
87.15% 4
80.25% 5
69.96% 6

Electric 2
No. of workers (Others) 10
1 supervisor 1
Material Handler 1
2400

Electrical 20
Material Handler 20
Product workers 18

Shift 2
 Working hours 2400 Min
No. of Lines 2
Process cycle time Capacity (weekly) CU
Cabinet sub-assembly & welding 6.67 720 82.30%
Door sub-assembly 6.4 750 79.01%
Door installation & wire harness 8.1 593 100.00%
Wiring and electrical assembly 7.06 680 87.15%
Testing 6.5 738 80.25%
Packaging 5.67 847 69.96%

Total Capacity 533 Electric 2

Costs No. of workers (Others) 10
1 supervisor 1
Total workers cost 9860 Material Handler 1
Shift 3
Operator Process cycle time (min)
1 Cabinet sub-assembly & welding 6.67
2 Door sub-assembly 6.4
3 Door installation & wire harness 8.1
4 Wiring and electrical assembly 7.06
5 Testing 6.5
6 Packaging 5.67

Total Capacity 533

Costs

Total workers cost 10120

Shift 3
Working hours 2400 Min
No. of Lines 2
Capacity (weekly) CU
720 82.30%
750 79.01%
593 100.00%
680 87.15%
738 80.25%
847 69.96%

Electric 2
No. of workers (Others) 10
1 supervisor 1
Material Handler 1
In the context of employee development and resource management, cross-training involves training employees to perform m
depends on the specific circumstances of your organization and its goals. Here are some of the costs and benefits of cross-trai

Benefits of Cross-Training:

1. Increased Flexibility: Cross-training makes your workforce more adaptable and flexible. Employees can step into different r

2. Improved Employee Morale: Cross-trained employees often feel more valued and engaged because they can learn new skil

3. Enhanced Productivity: Cross-training can lead to better productivity as employees are more capable of covering for each o

4. Cost Savings: It can reduce labor costs as you may not need to hire additional staff for every specialized role. You can maxim

5. Knowledge Sharing: Cross-training encourages knowledge sharing among employees, which can lead to the development o

Costs of Cross-Training:

1. Time and Resources: Cross-training requires an investment of time and resources for training and development. This can be

2. Potential for Reduced Specialization: Cross-trained employees may not be as specialized or proficient in a specific role as th

3. Resistance to Change: Some employees may resist cross-training, as they may perceive it as extra work or a threat to job se

4. Initial Productivity Dip: While employees are learning new skills, there may be a temporary drop in productivity.

As for whether implementing cross-training would change how you add capacity to meet an expected increase in demand, it c
planning:

1. Faster Response to Demand: With a cross-trained workforce, you can quickly shift employees to areas of increased demand

2. Cost-Efficiency: Cross-training allows you to use your existing resources more efficiently, reducing the need for immediate,

3. Improved Sustainability: Instead of relying solely on temporary or seasonal workers, cross-training can provide a more sust

4. Long-Term Workforce Development: Cross-training can be part of a broader strategy for developing a versatile and skilled w

However, it's important to note that cross-training may not be suitable for all organizations or industries. It depends on the na
benefits are essential before implementing cross-training as a capacity-building strategy.