Custom Molds, Inc. was founded in 1987 and manufactures custom molds and plastic parts. It has expanded over the years to include additional production processes. The changing market environment requires Custom Molds to evaluate whether to focus on molds or parts production. Recommendations include concentrating production areas based on process needs, moving the testing area for improved efficiency, and coordinating order placement based on delivery timelines.
3. Custom Molds Inc. Founded in 1987 in Tucson Arizona by father and son- Tom & Mason Miller Tom Miller- Mech. Engineer w/20+ yrs exp @ Amp Inc. Mason Miller- AZS U. Joint degree in chemical and chemistry engineering. Manufacture custom made molds for; Plastic parts Plastic connectors for the Electronics Industry High Quality & Custom Designed Molds
4. Process Structure in Services 1.) Customer Contact High 2.) Customization High 3.) Process Characteristics High levels of customization; test, pilot, large scale production Flexible Flows in customer interaction with development of products & highly customized service
5. Customer Involvement Advantages Better quality, faster delivery, greater flexibility and lower costs. Disadvantages Can be disruptive Stronger interpersonal Skills Quality Measurement becomes more difficult.
6. Resource Flexibility Resources= Workforce + Equipment Plant Master Scheduler Design Engineer/ Team Master Machinist (1 of 13) Somewhat flexible High Precision Machinery not so flexible
7. Reeling in the Years Reputation of Custom Molds begins to grow to higher levels Led to expansion of limited manufacturer of plastic parts. Ingredient mixing facilities and injection molding equipment added resulting in the company becoming a supplier by the mid 1990’s
8. Continued 2000- CM Inc. now involves 2 distinct production processes Fabricating Molds Plastic Parts Both different but essentially linked Customer ordering both a fabricated mold and necessary parts to go along with it. Both produced in a singe facility
9. Facility Layout Dock Dock Lunch Room Parking & Shipping finished goods inventory Receiving Raw Materials Inventory Cut & Trim Plant Layout Testing & inspection Dry Mix Wet Mix Injection Machines Assembly Mold Fabrication Offices
10. Molds Processes ORDER RECEIVED DESIGN REVIEW ORDER MATERIAL & TOOLING TESTING & INSPECTION M & T RECEIVED FABRICATION SCHEDULED MOLD FABRICATION PASS CLEAN & POLISH PACKING & SHPPING FAILS
11. Parts Processes ORDER RECEIVED PART & MATERIAL REVIWED R. MATERIAL & PRODUTION SCHEDULED R. MATERIALS RECEIVED MATERIALS DRY MIXED & BLENDED MATERIAL WET MIXED INTO SLURRY SLURRY TRANSFERRED TO HOLDING MOLD SECURED FROM INVENTORY OR FABRICATION INSPECTION (ASSEMBLY NEEDED) PARTS MOLDED CUT AND TRIM OPRERATION PACKING & SHPPING NO NO ADDITONAL ASSEMBLY
13. Recommendations: Evaluate the market and decide, based on the changes in the needs of the market, whether to concentrate on parts OR molds.
14. Recommendations: In mold fabrication: Focus on many, small-capacity, specialized machines with more workers to oversee settings.
15. Recommendations: In parts fabrication (injection, assembly, cutting & trimming): Focus on few, large capacity specialized machines with fewer workers, as there are few settings-changes to oversee.
16. Recommendations: Testing area: Should be moved to a central location. This will cause: More time-efficient movement of goods back and forth. Increased, easier communication between testers and office and manufacturing areas so that problems that caused defects can be quickly recognized and fixed.
17. Recommendations: Office: Placement of orders should be based on ability to complete product requested in time promised (Should be done through communication with other departments).
18. Conclusion: This case study shows us that it is a requirement to put in consideration the needs of the market and the effect the changes will have on finances while doing such a business.
