Donner Company

INTRODUCTION:

The Donner Company manufactured printed circuits boards to the specifications of variety of electronics manufactures. Each circuit consists of a thin sheet of insulating material, with narrow metal strips (conductors) bonded to its surface. The insulating sheet acted as a structural member and supported electronic components connected by the conducting strips. The process of manufacturing a printed circuit board has three stages.

Preparation Stage: The goal of this stage is to prepare computer tapes and raw materials. This phase makes a negative image of the original pattern of the circuits on a customer order on panels.

Image Transfer: Transfer the level of base drivers dielectric (insulator). Panels are drilled and subjected to a bath of copper, after they are washed, brushed and coated with a film photosensitive.

Fabrication: In this third stage, the base needs to get cut and shaped, to get the circuit board.

Finally, the circuits are visually inspected, tested electronically, are packaged and shipped to the customer. Special circuits require performing additional steps.

The company has established a policy to deliver orders arrived within a month. This policy, in the opinion of management, is a weapon significant competitive in a market as difficult as making printed circuit boar

ORDERS THAT SHOULD BE SCHEDULED ON THE CNC DRILL

• Drilling Holes

Let's calculate the board size for which the time taken by manual labour for drilling holes equals the time taken by CNC machine

Manual Drill 15 0.08*500 = 40

CNC Drill 240 0.004*500 = 2

15 + 40x = 240 + 2x; x = 5.92;

From this equation we get x approximately equal to 6. So Donner Company should use the CNC Drill for orders of more than or equal to 6 boards. The Manual Drill process should be used for all orders of less than 6 boards. This is because production time for CNC is less than manual for order size of more than 6 units

ORDERS THAT SHOULD BE SCHEDULED ON THE CNC ROUTER

• Profiling (size and shape)

Either CNC router can be used or Punch press, Let's determine the board size when production time using punch press equals the time taken by CNC Router

50 + x = 150 + 0.5x; x = 200;

So if order size is more than 200, Donor Company should go for CNC Drill. If order size is less than 200, Punch press would be preferred. At exactly 200 boards per order, any of them could be used.

CAPACITY OF DRY FILM PHOTORESIST AREA:

Assumptions:

-Working hours available is 8 hours/day

-Setup for the next step begins when the previous step’s run is finished.

For Order Size of 8 unit

Total production time for a panel (8board) -47. 4 minutes.

So, daily capacity in orders is (8*60)/47.4= 10.126~10 order/day

Order size in boards Order size in panels Process Time Daily Capacity in orders Daily capacity in Boards:

8 1 47.4 70 80

80 10 69 7 560

200 25 105 4.6 920

400 50 165 2.9 1160

800 100 285 1.7 1360

So, as we see that as the order size increases, Daily order capacity decreases but Daily capacity of boards increases. This happens due to the fact that set up time has negative impact on overall production.

Problems and causes of the company.

In order to solve the Donner Company case is essential describe clearly the main problems affects to this brand. In this point we are going to talk about operations, productivity, quality and delivery problems..

Firstly we have to talk about productivity problems because in this point the company has several things to be change. Concerning with machines they are left idle more often that expected. In another way but also affecting to the productivity, standard labour hours do not include time spend in reworking parts that have failed or have been returns by clients.

Moreover, the time spend moving from one station to another adds to the idle time used by workers further lessening their time for production. In this sense job strategies used in the company do not help to increase the productivity, not improvements in its operations. . This leads to the realization that operations and productivity method improvements are not being implemented due to the pressure for output, the constant shifting of workers from one job to the next, and in inhibiting experimentation with new ideas. However introduce implementation of new ideas and methods has led to further confusion, as the increase in the production of a particular station resulted to the accumulation of work in another rescheduling orders and reassigning workers. This obviously impeded the productivity of the company.

But productivity is not the unique point that affect to the company. In terms of operations it is declining, due to bottleneck. . The shifting of workload from one operation to another without pattern causes this bottleneck. The company has problems to anticipate the workload pile up in the shop daily because individual orders from clients impose varying workloads on each operation. The variation in the workload depends on the differences in the size of the order that bypass some operations and from the differences in circuit designs.

More over the company entertains four-day rush orders, which require rework at one or two operations, thus, delaying the process of delivering artwork modifications of a client. This is because the company’s workers are shifted from one work operation to another depending on the demand of the operation. In this sense,

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