?? PRIORITISE: AIMING TO GET RID OF DIFFERENT COLOURS? E.G.

8X BLUE, DONT BUY AND MORE BLUE, GET AN ORDER FOR 10X PINK, DONT BUY MORE, ECT. ?? Scheduling At the start of the exercise, teams carry out tasks as detailed in roles matrix, i.e. fold the paper into A6. This will allow material to be delivered to the workers using stencils as soon as possible, as it is vital to get the work moving through the bottleneck as early as possible in order to minimise lead time and reduce chance of the 20% lateness fine. Only one order will be taken at a time. This is to ensure focus on getting through each order in the optimum time, the extra people not on the essential core operation (verse writing, stencil writing, writing onto back of card). In addition to this focusing on the longer orders will result in proportionately less lost time per order (assuming fixed time parts, i.e. labelling envelope, truly are fixed). In essence, the value added time is the core operation, with other operations being, in effect, a fixed admin cost. Inventory As previously mentioned, an additional stencil (10mm) will be either traded with another group or acquired, with a respectively pen. In addition to this another pen will be ordered, to take the total up to 3 pens, therefore facilitating the verse writer and two stencil writers. **************CHECK THIS, in Graces part we need to enter orders, then update this inventory table. The thing thats going to require some thinking is the paper, Ive put essential equipment in tables already********************************************************************** The first order (0 mins, delivery @ 10 mins), assuming no trade, will consist of: Part 1 x Stencil 1 x Pen PAPER? PENCIL? Total Cost 500 300 800

The second order (5 mins, delivery @ 15 mins) will be Part 1 x Pen PAPER? PENCIL? Total Cost 300 300

Initial order total = 1100 The end of the ordering should coincide with the planned setup time of 15 minutes. ********************************************

There is a dedicated worker for dealing with inventory, this will ensure levels are kept at a reasonable amount, too little inventory could cause a missed order, while too much inventory could lead to wasted resources towards the end of the game. The primary channel of communication will be through the order worker (see Team Co-ordination: Roles Table), who will communicate when an order is taken. Their decision on whether to take an order (using the decision table ABIS DECISION MATRIX REFERENCE IT PROPERLY HERE) is overriding, as this will save logistical time and get the work moving through the bottleneck as quickly as possible. The Welfare worker will be a general overseer of the operation, effectively operating a continuous improvement program to optimise process during the exercise. This relates back to the learning mentioned in the Strategy section.