Bottle Necks In A Process 1

RUNNING HEAD: BOTTLENECKS IN A PROCESS

Bottlenecks in a Process

Operations Management OPS/GM571

Bottlenecks in a Process

As mentioned in the previous paper, “Internal memo,” with the union strike going

on with Cheng Electronics, our Chinese suppliers of control chips for our Automotive

Keyless Entry Fob, the company has signed a contract with Bombay Electronic, located

in India, to produce 35% of the company’s fobs. Bombay Electronics seems to meet their

contractual obligations and deliver their quota of the fobs on time. Bombay Electronics

location in India is ideal; their system can handle the job. However, there is an emerging

problem with the difference in hours, Bombay’s time zone, and the several national and

religious holidays celebrated in the Bombay which can affect the production line by

closing the factory frequently. There is a big difference with legal working hours and real

working hours.

In this paper, this writer identifies issues that can create bottlenecks within

Bombay Electronics that was identified to produce a quota of the fobs and control chips.

This writer discusses how knowledge of Bombay Electronics workforce’s religious and

cultural dynamics may interfere with the fobs and control chips production. This writer
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suggests how a change in scheduling strategy and meeting certain legal obligations would

keep the control chips and fobs supply chain running smoothly.

The workforce of Bombay Electronics comprise of people from many ethnic

groups of various races, cultures and religions backgrounds. The workforce is as

polygenetic as the Indian population itself. In the Bombay workforce, the following

religions are represented: Christianity, Islam, Baha’i, Hinduism, Jainism, Buddhism and

Sikhism and many other religions. The workweek is from Monday to Sunday: the Islamic

followers observe Friday as a prayer day, Christians observe Sunday, and the other

religious groups observe different days during the week. In addition, there are set prayer

times for the different religious groups throughout the working day. Workers at Bombay

Electronic begin their day at 8:00 a.m. and end at 4:30 p.m. with a thirty minute lunch

and fifteen minutes prayer break. The fifteen minutes prayer break depends on the

specific religion’s guideline: for instance, Muslims may choose to pray at any time of

their choosing. During the monsoon season, work starts early in the day so that workers

can go home to avoid the extreme heat. In addition, the plant saves a lot of money by

running the generators and air conditions during the cooler part of the day to to conserve

energy. There are no legal specifics about overtime and legal age to work. However,

there is always a police crackdown to check “legality” of workers. Moreover, the law

does not mention that the employer needs to pay these extra hours either time and a half

or double depending on the arrangement. Each situation is different.

“A bottleneck is a constraint within the system that limits throughput,” (Chase et.

al, 2005). With all the demands of religious obligations, and scheduled national and

religious holidays, there are times when it is difficult to keep the fob and control chips
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assembly line flowing and producing the required number and this can be a bottleneck. A

meeting with Bombay Electronics managers will be scheduled to discuss how to establish

an effective work schedule around all the cultural and religious holidays to keep up with

the required monthly supply of quality fobs and control chips. The meeting will also

address legal issues surrounding overtime and legal age for people to work in Bombay

Electronics and how to handle overtime so that legal issues would not force Bombay

Electronics to slowdown or stop production.

As a global organization, our company must be aware of how Bombay

Electronics work in India, especially when the company is concerned with time lines,

production line, and customer satisfaction.

References:
Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for

competitive advantage (11th ed.). Boston: McGraw Hill/Irwin.

Deresky, H. (2008). International management: Managing across borders and cultures

(6th ed.). New Jersey:Prentice Hall.