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Examining the business case of Millwood Inc. / Jennifer Wisniewski ; Jonathan Marten ; Ghaith A. Daoud ; Uwe Knie.

by Wisniewski, Jennifer., Marten, Jonathan., Daoud, Ghaith A., Knie, Uwe.

Industrial management.

Management -- Evaluation

Materials handling

Supervision of employees

Organizational effectiveness

99 leaves : ill. ; 29 cm.

Thesis advisor(s): Curtiss Peck.

Committee members: Dr. Bruce Thompson, Thomas Jerger.

Introduction -- Description of Millwood Inc. -- Strategic management -- Human resources management -- Operations -- Quality -- Financial considerations -- Lessons learned -- A: Millwood corporate organizational chart ; B: DMAIC model ; C: Current plant layout ; D: Current plant workflow ; E: Proposed plant layout ; F: Proposed plant workflow ; G: Sample job description - Plant manager ; H: Sample job description - Supervisor ; I: Sample job description - Plant administrator ; J: Sample CHEP operations quality audit ; K: CHEP quality audit results overview ; L: Pallet quality specification / training poster front ; M: Component/fastener designation / training poster.

This thesis includes a business analysis of Millwood Inc.'s Cudahy, Wisconsin facility. The project team spent two days on-site, working closely with Millwood personnel and conducting research on the company, concentrating on the corporate and local organization that included an evaluation of the organizational structure, customer/supplier relationships, strategic management process, process flow, change management, and existing human resources and quality systems.

Using the information obtained from the site visits along with additional secondary research conducted by each student, the project team is making recommendations on process and system improvements that will allow Millwood Inc. to increase throughput while also increasing quality and employee motivation.

The team recommends reversing the direction of repair line to increase the continuity of the product flow. This will allow workers to access the current bulk lumber storage area instead of having to restrock individual lumber carts throughout the day. Expected results include an increase of repaired pallet throughput and a decrease of non-value added time, such as material handling activities. A partial reallocation of a material handling position to a quality control function further allows implementing a quality audit system, potentially increasing product quality and thus strengthening the customer-supplier relationship. Changes to the handling of scrap wood are also recommended by moving dumpsters closer to the repair workers and providing screen shields to address employee safety concerns.

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