ABSTRACT

While working on the trap cell I also struggled to resolve vexing problems in the punch-press department. The department was staffed with four operators and two setup people and ran according to MRP-generated schedules and work orders. It was supposed to supply parts to assembly areas, but when demand from those areas was heavy it was not able to keep up, not even with excessive

overtime, and the areas were constantly running short. Conversely, when demand from the areas was slow, the punch-press operators sat idle, and at times we seriously considered layoffs. There seemed to be no happy medium. The situation was a mess.