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Implementing A CAD System TO Reduce Costs Introduction This report will analyze a proposal on how Woodbridge Foam could become more competitive through improvements in technology. This includes the saving of the companies money, shortening the design time for new products, decreasing quoting time and improving quality overall. By implementing a company wide CAD system, which would be networked together with each customer and all plants, these improvements could be achieved. Research will include interviewing various employees as to how business is done and what influences the winning or loosing of a contract. Research will also include study of both customer and competitors systems.
Project Scope 038; Current Evaluation Goals Supported by CAD Initiative: In converting to a completely independent CAD system, there are a few aspects of operation which would be greatly improved. The first of the improvements would be the elimination of paper communication. The need to transfer large drawings using mylars would cease to be, thus helping provide a paper less environment. Another improvement as a result of CAD would be that of achieving much tighter tolerances in building new products. Using a CAD system, part designs could be received in an electronic format such as a math model. These models are currently in use by customers such as GM, BMW and Mercedes.
The effect of having math models of all new products would enable a quicker turnaround in both quoting and production of products. CAD Vendors 038; Hardware Suppliers: Upon observing the various systems used by several customers and suppliers, the major CAD vendors worth consideration have been identified. Manufacturers of high quality workstations which have been distinguish are: Hewlett Packard (HP) IBM Silicon Graphics (SGI) SUN Premium, fully functional CAD solutions are: CATIA (Dassault / IBM) Computervision (Computervision / TSI) SDRC (SDRC / CAD Solutions) Unigraphics (EDS) Current System Description Success Factors: In implementing a new, otherwise foreign system into an established habitual way of doing things, there are several success factors which must be examined. If these factors are carefully thought over, a favorable shift from old to new may be obtained. Some critical success factors are as follows: Vendor availability Will the chosen system supplier be readily available for technical support? Product engineering acceptance Will those who are set in their ways be willing to abandon their habitual manner of operating?
Training Thorough training of all related employees must be completed before introduction of the new system. Data management A new manner of recording all vital information must be established and proper procedures documented. Customer interface Will the chosen system be compatible with those used by our customers and will needed data be easily convertible? Company Weaknesses: Currently, there are many aspects of our situation which present problems in coping with changing times, which in turn affect the development of technology. Some weaknesses in the company which curtail our affiliation with the developmental progress of our customers and suppliers are: We cannot easily accept electronic data; We must deal in manual drawings; We have many copies of similar drawings; We have multiple ECN levels; We have minimal CAD knowledge; We must perform manual volume calculations. Threats to Business: If procedures are not taken in order to improve on the present company weaknesses, there are bona fide threats which could potentially harm future progress and business.
Once the weakness in the company have been effaced, the following threat to our business may be eliminated or greatly reduced. The immediate threats are: Suppliers may assume the design role; Competitors able to accept electronic input; No business with new products; Deterioration of communications; Lost productivity Process Description: As in most large corporations, our process generally follows a standard order of operations. There are several departments or areas which have functions. Based on the function of a department or area, a focus area is established and followed. Department/Area Function Focus Area Customer Designs seat Product Engineering Designs tool to manufacture seat Supplier Builds tools and supplies components needed to manufacture and construct seat Product Evaluation 038; Costing Costs seat based on foam and components used, manufacturing costs and assembly Purchasing Locates seat component suppliers and oversees development and manufacture of components Plant Manufactures and assembles seat Quality Control Ensures that products meet our own and customer standards Sales / Marketing Processes orders and manages overall customer relationships New System Requirements CAD System Requirements: The CAD system which is chosen must be capable of performing several specific tasks.
In order for a new system to be of any use to the company and an aid to its advancement, it must present an improvement in various areas. Some of the short term requirement of a new CAD system are: Capable of 3 D modeling including solids; May be used for simple or complex drafting applications; Suited to quickly perform volume calculations; Apt to translate various forms of math data. Product Evaluation 038; Costing (P. E. C. ) Requirements: With respect to all the various areas of the company, the role of the P.
E. C. department is one of the most important in the area of profit. Once the costing department receives a part request from a customer, it is the responsibility of the costing department to ensure that the life cycle of the part development is managed cost efficiently. When a current product undergoes an engineering change, it is the responsibility of the Costing team members to note the changes. The product must be re-costed, accounting for variances in foam and components.
If an increase in foam is noted, the change must be calculated. Using manual calculations, the new part volume is derived and the customer is charged accordingly. Because foam variances are obtained manually, customers may at times, not be fully charged for the added cost of foam. Using a CAD system to perform a volume calculation, the answer would be definitive. The time needed to ship a print is approximately two days. If math models of products were sent via E- mail, the information needed by the costing department would be obtained two days earlier.
Once complete, a costing package would in turn, arrive at a plant, also two days earlier from costing. In effect, a total of four days could be eliminated from the time needed to begin manufacturing a product. Solution Evaluation 038; Recommendation Benefits of CAD System In utilizing a CAD system, there are many areas of operation which are directly or indirectly affected. Because of the speed and accuracy with which a professional CAD system operates, time, and thus money, may be saved. Potential CAD project benefits include: Improved accuracy in quotes and design; Reduction in copying and courier costs; Faster and more accurate calculations of complex volumes; Management of expanding drawing database; Improved electronic communication with customers and suppliers.
Recommended Vendor/Supplier Based on thorough presentations made to executives of Woodbridge Foam by each candidate and the penetration of these amongst key Woodbridge customers, it is recommended that Unigraphics be implemented as the solution. The Unigraphics system is currently used b 40 % of Woodbridge customers. This system is also capable of performing all of the previously mentioned tasks such as 3 D modeling, drafting, volume calculations and translating different forms of math data. Justification of CAD 038; Unigraphics CAD justification includes: Elimination of Mylars; Encouragement of a paper-less environment; Reduction in copy and reproduction costs; Reduction in courier costs; Faster and more accurate part volume calculations.
Unigraphics justification includes: Used by key customers such as Chrysler and GM; Ability to convert data used by all customers; Extra commitment and availability for technical support; Extensive research into company prior to presentation. Work Station Cost: One time costs for one Workstation: Unigraphics Software License $ 30 000 Hewlett Packard Workstation $ 45 000 EDS Assistance (Assessment/Help) $ 5 000 Training (UG Education) $ 10 000 Consulting Assistance $ 7 500 Printer and Plotter $ 30 000 Hummingbird/Exceed PC Access Software $ 10 000 One time total costs $ 137 500 Annual Maintenance Costs: $ 3 750 Cost Reductions: As previously mentioned, the implementation of a CAD system will reduce costs in several areas. By eliminating the need for physical prints, the cost of reproducing and shipping prints will be eliminated. Some potential cost reductions in dollars are: Prints: 35, 000 Mylars: 75, 000 Courier: 5, 500 Travel: 16, 000 Plants (saved travel): 90, 000 Productivity Improvement 75, 000 TOTAL SAVED: 296, 500 Productivity Improvements: There are some improvements in productivity which do not present a monetary value. These improvements however; will benefit the company and customer relations. These non-monetary productivity improvements are: Improved accuracy; Improved customer satisfaction; Support for higher tolerance of products; Improved on-line access to information; Improved internal communication between Woodbridge departments.
Conclusion: As advancements in technology continue to be the norm, it is essential that those who wish to remain competitive, adhere to these advancements. In the case of the Woodbridge Foam Corporation, maintaining and equal standing with technological advancements will allow for improvements in the company as a whole. Cost saving may be incurred in the areas of print and courier costs; while the need for paper transference is eliminated. Tolerances, quoting time and an overall improvement in quality will in turn improve the satisfaction of our customers. Because of these advancements in technology within the company, the saying a satisfied customer is a return customer may be brought to life.
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