The Company
The Lew-Mark Baking Company is located in a small town in western New York State. The bakery is run by two brothers, Lew and Mark, who formed the company after they purchased an Archway Cookie franchise. With exclusive rights in New York and New Jersey, it is the largest Archway franchise. The company employs fewer than 200 people, mainly blue-collar workers, and the atmosphere is informal. The Product
The company’s only product is soft cookies of which it makes over 50 varieties. Larger companies, such as Nabisco, Sunshine, and Keebler, have traditionally produced biscuit a cookie, in which most of the water has been baked out, resulting in crisp cookies. Archway cookies have no additives or preservatives. The high quality of the cookies has enabled the company to develop a strong market niche for its product. The Customers
The cookies are sold in convenience stores and supermarkets throughout New York and New Jersey. Archway markets its cookies as “good food” –no additives or preservatives-and this appeal to a health-conscious segment of the market. Many customers are over 45 years of age, and prefer a cookie that is soft and not too sweet. Parents with young children also buy the cookies. The Production Process
The company has two continuous bands ovens that it uses to bake the cookies. The production process is called a batch processing system. It begins as soon as management gets orders from distributors. These orders are used to schedule production. At the start of each shift, a list of the cookies to be made that day is indicates the ingredients needed for each type of cookie, and enters that information into the computer. The computer then determines the amount of each ingredient needed, according to the quantity of cookies ordered, and relays that information to storage silos located outside the plant where the main ingredients (flour, sugar, and cake flour) are stored. The ingredients are automatically sent to giant mixing machines where the ingredients are combined with proper amounts of eggs, water, and flavorings. After the ingredients have been mixed, the batter is poured into a cutting machine where it is cut into individual cookies.
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1. In order to find the time for filling a rush order, we just need to sum up the amounts of time needed for each task: 6+2+1+9+5+2+1 = 26 min 2. If we can prepare one order in 26 minutes, it does not mean that it will take 52 minutes to prepare 2 orders. We can start preparing next order while the first one is in process. 26 min 10 min 10 min If we assume that one order contains 1 dozen of ...
The cookies are then dropped onto a continuous band (conveyor belt) and transported through one of two ovens. Filled cookies, such as apple, date, and raspberry, require an additional step for filling and folding. The nonfilled cookies are cut on a diagonal rather than straight. The diagonal-cut cookies require less space than straight-cut cookies, and the result is a higher level of productivity. In addition, the company recently increased the length of each oven by 25 feet, which also increased the rate of production. As the cookies emerge from the ovens, they are fed onto spiral cooling racks 20 feet high and 3 feet wide. As the cookies come off the cooling racks, workers place the cookies into boxes manually, removing any broken or deformed cookies in the process. The boxes are then wrapped, sealed, and labeled automatically. Inventory
Most cookies are loaded immediately unto trucks and shipped to distributors. Small percentages are stored temporarily in the company’s warehouse, but they must be shipped shortly because of their limited shelf life. Other inventory includes individual cookie boxes, shipping boxes, labels, and cellophane for wrapping. Labels are reordered frequently, in small batches, because FDA label requirements are subject to change, and the company does not want to get stuck with labels it can’t use. The bulk silos are refilled two or three times a week, depending on how quickly supplies are used. Cookies are baked in a sequence that minimizes down-time for cleaning. For instance, light-colored cookies (e.g. chocolate chip) are baked before dark-colored cookies (e.g. fudge), and oatmeal cookies are baked before oatmeal raisin cookies. This permits the company to avoid having to clean the processing equipment every time a different type of cookie is produced. Quality
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The bakery prides itself on the quality of its cookies. Cookies are sampled randomly by a quality control inspector as they come off the line to assure that their taste and consistency are satisfactory, and that they have been baked to the proper degree. Also, workers on the line are responsible for removing defective cookies when they spot them. The company has also installed an X-ray machine on the line that can detect small bits of metal fillings that may have gotten into cookies during the production process. The use of automatic equipment for transporting raw materials and mixing batter has made it easier to maintain a sterile process. Scrap
The bakery is run very efficiently and has minimal amounts of scrap. For example, if a batch is mixed improperly, it is sold for dog food. Broken cookies are used in the oatmeal cookies. These practices reduce the cost of ingredient and save on waste disposal costs. The company also uses heat reclamation: The heat that escapes from the two ovens is captured and used to boil the water that supplies the heat to the building. Also, the use of automation in the mixing process has resulted in a reduction in waste compared with the manual methods used previously. New Products
Ideas for new products come from customers, employees, and observations of competitor’s products. New ideas are first examined to determine whether the cookies can be made with existing equipment. If so, a sample run is made to determine the cost and time requirements. If the results are satisfactory, marketing tests are conducted to see if there is a demand for the product.
Potential Improvements
There are a number of areas of potential improvement at the bakery. One possibility would be automated packing the cookies into boxes. Although labor costs are not high, automating the process might save some money and increase efficiency. So far, the owners have resisted making this change because they feel an obligation to the community to employ 30 women who now do the boxing manually. Another possible improvement would be to use suppliers who are located closer to the plant. That would reduce delivery lead times and transportation costs, but the owners are not convinced that local suppliers could provide the same good quality. Other opportunities have been proposed in recent years, but the owners rejected them because they feared that the quality of the product might suffer. Central Problem:
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Company Background General Nutrition Companies Inc. , was founded 65 years ago in Pittsburgh, Pennsylvania on the premise that Americans wanted to maintain control over their health. David Shakir ian founded the company. In 1935 he launched a dream of his by establishing a little health food store in Pittsburgh, Pennsylvania. He called it Lackzoom. The products that were offered at his store ...
The Lew-Mark Baking Company is unresponsive to change and isn’t open for new opportunities to improve their company in terms of innovation, productivity and processing.
Objectives:
1. To increase productivity among the company.
2. To improve quality and product line including shelf life.
3. To be more competitive enough other than settling into classical methods.
4. To lessen transportation cost and labor cost.
5. To accept better options than the current option.
Alternative Courses of Action:
1. The Company should venture on other product lines specifically hard or crispy cookies.
2. The company should try new suppliers that are nearest to the company.
3. To add additives and preservatives to certain products when it comes to putting it into shelves in supermarkets, groceries, etc.
4. The company should consider the automation of the packaging other than manual labor.
5. Top management should conceptualize new products in every way possible in terms of shape, texture, color and fillings.
6. The company should buy new machineries to cater for the new product line other than settling for the current technology.
