Analysis of Production of Lead Enterprises,...

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Analysis of Production of

Lead Enterprises, Inc. for Cycle-Time Reduction, Optimization of Process,

and Cost Evaluation of New Equipment.

Project Performed by: Thomas Taylor

Id# 262-35-1818 May 15, 1993

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I,Table Of Contents

I I Table Of Contents.......................................................................................... p. 2

Summaiy..................................................................................

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Management p. 3

Background.................................................................................................... p. 4

IAnalysis of Problem....................................................................................... p. 5

Technical Description of Model.................................................................... p. 6

StatisticalAnalysis......................................................................................... p. 8

Results and Recommendations...................................................................... p. 9 I Notes on Overall Company ............................................................................ p. 10

IStatistical Run Order ..................................................................................... p. 12

Appendices..................................................................................................... p. 13

' Overall Sales Pie Chart...................................................................... p. 14 Materials—Flow Chart........................................................................ p. 15

I General Overview of Materials—Flow ............................................... p. 16 Detailed Overview of Materials—Flow.............................................. p. 17 WorkAreas ........................................................................................ p. 18 I Statistical Data & Graphs: Centrifugal Die-Casting Machine........... p. 19 Statistical Data & Graphs: Injection Molding Machine.................... p. 23

IDie-Casting Comparative Analysis.................................................... p. 26 New Process Materials—Flow Chart .................................................. p. 27

IAnalysis of Production of Plant Injection Molding Machines .......... p. 28 Contribution Overview...................................................................... p. 29

Statements..........................................................................

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/Financial p. 30 Initial Correspondence....................................................................... p. 36 Lists of Cell Formulas........................................................................ p. 43 I Sample of Statistical Data ................................................................. p. 54

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II Management Summary

Lead Enterprises, Inc., in business since 1959, is a 21 employee operation based out of

Miami, FL with annual sales of approximately $500,000. The company has slowly grown and

adapted to become the largest distributor of lead products in Southern Florida—from sinkers and

diving belt weights to, pig lead, X-ray shielding, custom products, and more. Despite the

company's success, the production plant has been run the same way for many years, with little

change or innovation. With the underlying goals of minimizing costs and optimizing quality,

this project endeavored to analyze the company, produce a model of the process flow through the

factory, make recommendations on how to optimize the process, and evaluate whether new

equipment should be purchased.

To fulfill these requirements, a detailed model of the production process was created to

chart the amount of labor required, and cost associated within each process, then link these

individual processes together to form a working model of the entire company. Since this was the

first model ever attempted at Lead Enterprises, Inc. extensive background research was required.

The model, finally produced, depicts the need for new machinery, specifically, a new injection

molding machine. Using statistical analysis, several other recommendations of ways to improve

the existing processes, with only minor changes, are made.

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Iel-

Background

Lead Enterprises, Inc. was founded by my father, Thomas T. Taylor, on November 15,

1959 in Miami, FL as a one man operation producing lead fishing sinkers. The company has

slowly grown to what is today a 21 employee operation, with sales of approximately $500,000 a

year. The products produced range from various types of fishing sinkers io diving belt weights,

pig lead to X-ray shielding, and much more. The market conditions are very stable and there is

little direct competition, at least of comparable scale.

I chose to work with Lead Enterprises, Inc. (hence LE) since it is my father's company,

and there is a lot of opportunity for improvements to be made. This however actually proved to

be a difficult choice in some aspects, as a great deal of diplomacy was required, and information

given often frequently proved to be inaccurate. Proposed changes are met with a great deal of

resistance, as one the company's mottoes, "Don't rock the boat. ", clearly illustrates. Also, my

position as son of the boss and also as an outsider made things even more difficult. Information

gathering was a slow and tedious process, and sometimes extremely frustrating. My father has

little understanding and his employees had very limited cognition of statistical methodology, and

optimization. But enough is enough, and although at time I worked against the odds, I was able

to secure more data and information than I dreamed possible, and more than a sufficient amount

to build some very detailed and accurate models.

Initially I proposed to look at four specific projects of interest (see Initial Proposal, p.36),

but as the semester wore on, the data accumulated, and the realization that real-world models

tend to orders of magnitude more complex that textbook examples, or even comprehensive case

studies, I narrowed the project down to the main project of interest: The optimization of the

process of flow of lead through the plant, and the cycle time reduction, with the added twist of

evaluating potential new equipment that will aide in the production process.

Upon careful study, consideration, and after seeking professional advice, I felt the best

way to attempt to analyze the plant was to set up a flow shop model, where the raw material, in

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this case scrap lead, goes through a series of individual processes (or nodes) that ultimately

result in the finished goods. This model works well for approximately 63% of the sales of Lead

Enterprises, lead products, and bulk lead (see Pie Chart, p. 14) which is the only areas of the

plant we were considering for optimization anyway The process divided down into 19 nodes,

with 2 of these notes not playing a direct effect on the time sequence of events (namely

Management and Machine Shop), however for costing purposes they needed to be included.

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I $ Technical Description Of Model

The overall material—flow chart (see p. 15) gives an overview of how the material flows I through the organization. Note that some of the product gets sold to the customer directly from

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the pig inventory, and thereby skips the majority of the production process. This overview chart

is complemented with the detailed and summarized overview charts (see p. 16, and 17). The

Idetailed chart presents a summarized complex cost analysis of each step of the production

process. For the actual detailed explanation of this analysis, see Notes on Overall Company, p.

10. Complete cell formulas are also provided in case of any questions as to where a specific

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number came from. The analysis is too detailed and lengthy to try to explain it here. Several

notes should be made though: Many, many assumptions and generalization had to be made in

Iorder to produce this model a complete list is at the beginning of the notes, but this is not should

not have a profound effect on the numerical outcome of the results. Cost variation is most likely

to stem from the differences among the size and time to produce a given item in inventory than

I the generalizations made. This model is extremely detailed, but also note that overhead is

allocated on a worker/hour basis, which can lead to misleading conclusions unless you realize

Ithese costs are majoritively fixed, and hence are merely allocated and can give the appearance

that a process is more or less efficient than it actually is.

I Finally, please note the Comparative Analysis table, p. 26. This table compares the

initial cost, machine capacity, defect rate, and many other critical factors of each machine I considered, and compares these machines with the current machines used in production, the

American 10 Ton machines. The bottom line, the cost for each machine to produce one pound is

dramatically different. Even with the very significant investment needed to purchase the newer,

larger, faster machines, the cost in terms of output per day, time to set-up (10-30 minutes, vs. 2

hr. 30 minutes), and quality of output (<.Ol 0/o vs. 5.000/o) clearly make the choice not whether or I not to purchase a machine, but which one to purchase. An attempt was made at establishing a

weighted criteria, but no consensus was able to be made at this time, hence, I have research these

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Imachines as much as possible and printed this comparative analysis. For further information,

I contact one of the sources listed.

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IStatistical Analysis

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For better understanding of which products are produced with which machine, the table

Work Areas, p. 18 gives a more detailed explanation of which products are produced by each

Imachine. Please note that the category numbers do not correspond to equivalent numbers in the

overview charts. My father gave me the authorization to conduct a statistical test on the

Icentrifugal die-casting (category 4), and on injection molding machine #1 (category 1). A

complete factorial experiment was conducted on each the machines with 1 full repeat test each,

using good statistical design. There were three factors of consideration; the operator, the lead

Itemperature, and the percentage of antimony (a alloy which acts as a flux), each of which was

tested at 2 factor levels. The experimental procedure consisted of running 16 1-hour test runs

Iover the course of 4 days, (test run over spring-break) using a completely randomized

experimental order. The actual run order can be found on page 12. I- As can be seen by the results, the two different machines had different primary effects

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and interaction effects that were significant. The centrifugal die casting machine is much more

operator dependent than the injection molding machine. Both machines operated better with the

higher antimony content, an expected result, but more profoundly than expected. One thing we

learned for sure, don't let Ernesto Perez on the centrifugal die-casting machine if you can help it!

His output was consistently lower.

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I 4 Results and Recommendations 1

Although company is profitable as it stands, the analysis shows, that many things could 1 stand some improvement. My basic recommendations are as follows:

II. First and foremost, give serious consideration for the purchase of a new machine. It will

clearly save the company significant amounts of money both by increase output, and far

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fewer defects.

2. Implement the results of the analysis of the injection molding and centrifugal die-casting

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machines. Use the higher antimony and the faster workers.

3. Strongly reconsider the costs of local delivery. Would it be cheaper to ship most of this?

I Should we raise our prices for local delivery? Our profit margin is clearly lowest on these delivered goods.

IIn conclusion, I would like to express that there are many more observations that can be

made from the included pages and pages of data. The interpretation of this data need to bee

Iunderstood within the context of the company, as it stands currently. Briefly review the included

financial statements. However, what is significant or not is often in the eye of the beholder. All I these factors need to be evaluated with the criteria in that if it doesn't lower the overall costs of

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goods sold or increase the profit margin, it probably isn't worth pursuing.

I have learned a lot from completing this analysis, and wish I had more time to further

Iexplain and elaborate on my findings. Please look thoroughly through the appendices, and at the

graphs and tables; this is where the key data lies. I have gone to fairly extensive length to try to I make it legible and understandable. Working a real-world problem was much more complex

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and time consuming than I ever dreamed. If I could do it over again, I would more tightly

narrow the focus to one specific thing and really investigate and study that facet thoroughly. It

was difficult to assimilate all the various data generated. This is by no means all of it either.

This document would be at least 200 pages if it did include everything. I hope you enjoyed 1 reading this, and if you have questions or criticisms, please let me know.

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Notes On Overall Company

Notes in general: • This overall model models the primary production of the plant, lead products, and bulk

lead, which count for approximately 63% of sales. This model does not include X-ray sales, or Jig sa!es, as they are separate divisions, and are largely unrelated to the primary focus of this analysis.

- A11 .-.r ..,.,i • ..i t,, t. - iti ttiiS arc iIg .iu oir tiuuT, a basis on.. hour,

Raw Purchase The following is the formula used to calculate the raw purchase expense, for brevity sake, further equations will not be explicitly stated, but simply explained:

(lime x raleformon) + (time x rate) + (avg_lbs x avgprc) ± forklift+ OH hr raispurchasc ' =

avg_lbs where: time

is the amount of time used by each employee, (% of hour), to accomplish labor needed

ralexxxx is the pay rate per hour for each of the employee's involved. avg lbs is the average riumbei of lbs. move In a ho-.) avgprc is the average price paid for the scrap lead purchased.. Jork/iji

is the cost to operate the forklift for one hour, including depreciation of the machine (calculated at $22,000/i Oyears*252 (wk. days per year) /4).

OH is the estimated overhead, see overhead, p. 7

2. Scrap Inventory Expense Figured cost per avg. time spent in inventory. This formula attempts to take into account the fact that standing inventory costs money. This takes the total dollar value of the inventory, and attributes the effective loss that could be made on this money, if it were invested in a 10% A.P.R. investment.

From Scrap to Pig Figured cost per hour. The worker, Alberto, was recorded as pouring 55, 61, 58, 61, 62 pigs during the week of March 15th - 191h (consecutively, each 8 hour day). The average pig weight was 59.5 lbs. giving an average daily total of 3546 lbs. per day, or 443 lbs. per hour. Their is an estimated 5% loss due to dirt and dross. Therefore, the avg. total lbs. used per day is 3,723 lbs., or 465.5 Ibs./hr. Taking the _-

4. Pig Inventory Expense Figured cost per ave. time spent in inventorv. This formula attempts to take into account the fact that standing inventory costs money. This takes the

Itotal dollar value of the inventory, and attributes the effective loss that could be made on this money, if it were invested in a 10% A.P.R. investment.

I 5. Hand Poured Product Expense The figures are based upon the morkers working 7 hours a day, given their regularly stationed assignments (see Work Areas, p. 18)..

6. Iniection Machines I and 2 The equation for this line is very complicated, but needs to be 1 drawn out, especially due to the (apparent) discrepancy with the die-casting figures:

InjctMchn ! = + avgout x lb cos t pig + gas + mold + OH + Gcct % >< avgout x def cost mpd I

/0

Iwhere: time is the amount of time used by each employee, (% of hour), to

accomplish labor needed ' ratexxxx is the pay rate per hour for each of the employee's involved.

avg_lbs is the average number of tbs. move in a hour.) avgprc is the average price paid for the scrap lead purchased. 1 Jbrklfl is the cost to operate the forklift for one hour, including depreciation

of the machine (calculated at $22,000/10years*252 (wk.days per year) /4). I OH is the estimated overhead, see overhead, p. 17

Ii (2.

Statistical Run Order Centrifugal Die Casting Machine:

The actual randomized order occurred as follows:

Operator Lead Temperature % Antimony Day # Juan Reyes 7500 5% 1

Juan Reyes 8000 5% 1

Ernesto Perez 8000 2% 1







Ernesto Perez 750° 2% 3 Ernesto Perez 8000 5% 3






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Appendices

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Overall Sales Pie Chart . p. 14

Materials—Flow Chart................................................................................................ p. 15

General Overview of Materials—Flow ....................................................................... p. 16

Detailed Overview of Materials—Flow...................................................................... p. 17

I Work Areas ................................................................................................................ p.18

Statistical Data & Graphs: Centrifugal Die-Casting Machine...................................p. 19 1 Statistical Data & Graphs: Injection Molding Machine............................................p. 23

IDie-Casting Comparative Analysis............................................................................ p. 26

New Process Materials—Flow Chart .......................................................................... p. 27

I Analysis of Production of Plant Injection Molding Machines .................................. p. 28

ContributionOverview.............................................................................................. p. 29 I Financial Statements.................................................................................................. p. 30

IInitial Correspondence............................................................................................... p. 36

Lists of Cell Formulas................................................................................................ p. 43

ISample of Statistical Data ......................................................................................... p. 54

X-Ray (27.0%)

Bulk i.1cu

— — — — — — - — — — — - — —

Overall Sales for Lead Enterprises

I"tA-I-- - - I 1 f I./

Lead Products (47.0%)

read"Enterprises, -- — — — — — -- —l — -- Inc. Materials-Flow process through Company:

It 11Raw Scrap Purchase I 4 Scrap Inventory exp.

1 I Biq pot: Scrap to Pia

I Pig Inventory exp. r I,)F_ Machine Shop

------------ ---"1; ---" C Hand-poured Stn. #1 Injection Machine #1 )I Centrifugal Die-Cast I Hand-poured Stn. #2 _Injection Machine #2 u

I Cleanina/Scullina I

Gross Baqqinq I S

I WIP Inventory I

t

Sculli

'E Pickinq & Welahina I iii

111 Sealina & Stockina I e

'1 Local Area Delivery I 'I Product Inventory I

I ShiDDina I'4'

tead Enterprises, Inc.

General Overview of the Materials-Flow through the Company Assumptions:

Working Days/Yr = 252 Cost for scrapllb.= $0.160

Cost for pig/lb. = $0202 ratep= $4.250 ratej= $4350

rated $5.625 raterw= $5250 ratemc= $5.625 ratemn= $10.167

ratef= $6.250

Overhead= $2,500 $14.881 $3.491 $30.50 Gas Expense = $450 $2.679 $0383

Time Cost per Incremental Total Item Description Period Hour Cost per lb. Cost/lb.

1 Raw Scrap Purchase I $211.423 $0.0091 $0.1691 2 Scrap Inventor,' Exp. 0.007731 $0.497 $0.0011 $0.1702 3 Big pot: Scrap to Pig I $87.697 $0.0283 $0.1985 4 Pig Inventory Expns. 0.005 $1.457 $0.0039 $02024

5a Hand-poured Stn. #1 1 $33.358 $0.0883 $0.2907 5b Hand-poured Stn. #2 1 $30.739 $0.0990 $0.3014 6a Centrifugal Die-Cast I $55.504 $0.0689 $02713 6b Cleaning/Sculling I $7.741 $00378 $0.3091 7a Injection Machine #1 1 $40.165 $0.1242 $0.3265 7b Injection Machine #2 1 $37.023 $0.1357 $0.3381

8Gross Bagging I $7.741 $0.0020 $0.3343

9 Sculling I $7.741 $0.0184 $0.3527 10 Picking & Weighing I $7.741 $0.0194 $0.3722 11 Sealing& Stocking I $7.741 $0.0205 $0.3927 12 Machine Shop I $9.116 -- --13 Product Inventory 0.00496 $2.937 $0.0059 $03986 14 Local Area Delivery I $13.892 $0.1482 $0.5468 15 Managment I $10.167 -- --

- 16 Shipping 1 $56.591 $0.1140 $0.5067

- - - - - - - - - - - - - - - - - - - Lead Enterprises, Inc.

Detailed Overview of the Company Cost for scrap/lb.= $0.160

Cost for pig/lb. $0.202 Working Days/Yr = 252

ratep= $4.25 ratemc= $5.63 ratej $4.35 ratemn= $10.17

rated= $5.63 ratef= $6.25 raterw= $5.25

month hr. perusal admin. Overhead = $2,500 $14.88 $3.491 $30.50

ias expense = $450 52.65 $0.383Avg. thru Max. thru

Item Description wkhr avglbs avgprce forklift OH timepd Cost/pd. lncnnt/lb. Cost/lb. per day per day I Raw Scrap Purchase $5.75 1250 $0.160 $2.183 $3.491 I $211.42 $0.00914 $111691 10,000 10,000

Item Description wkhr avglbs hrlyusg Invhours dllrval lostint lostperlb tlmepd Cost/pd. Incrmtllb. Cost/lb. 2 Scrap Inventory exp. $0.00 60000 463.88 129.345 $10,148 $64244 0.00107 0.0077 $0497 $0.00107 $0.1702

Item Description wkhr avglbs loss pbused pbprc OH timepd Cost/pd. lncrmt/lb. Cost7b. 3 Big pot: Scrap to Pig $5.25 441.788 0.05 463.877 0.17021 $3.491 I $87.697 $002830 $0.1985 3,534 4,550

Item Description wkhr avglbs hrlyusg invhours dllrval lostint Iostperlb tlmepd Cost/pd. lncrmt/lb. Cost/lb. 4 Pig Inventory exp. $0.00 75000 375 200 $29,776 291.462 0.00389 0.005 $1.457 $0.00389 $02024

Item Description wkhr maxout avgeff gas mold OH %dfct defcost timepd Cost/pd. !ncrmt/lb. Cost/lb. 5a Hand-poured Stn. #1 $4.25 135 0.85 $0.383 $1662 $3.491 0.005 $0.607 I $33.358 $008831 $0.2907 689 1,080 5b Hand-poured Stn. #2 $4.25 120 0.85 $0383 $1.662 $3491 0.005 $0.607 I $30.739 $0.09897 $03014 612 960

Item Description wkhr maxout avgeff gas mold OH %dfct defcost tlmepd Cost/pd. lncrmt/lb. Cost/lb. 6a Centrifugal Die-Cast $4.25 409.2 0.50 $0055 $2.423 $3.491 0.0312 $0607 I $55504 $0.06889 $02713 1,228 3,274 6b Cleaning/Sculling $4.25 341 0.60 $3.491 I $7.741 $0.03783 $0.3091 1,228 2,728

Item Description wkhr maxout avgeff mchgas mold OH %dfct defcost tlmepd Cost/pd. lncrmt/lb. Cost/lb. 7a Injection Machine #1 $4.25 161.8 0.76 $2.095 $1.701 $3491 0.05 $0.607 I $40.165 $012415 $03265 861 1,295 7b Injection Machine #2 $4.25 144.1 0.76 $2095 $1.701 $3.491 0.05 $0607 I $37023 $013572 $113381 767 1,153

Item Description wkhr maxout avgeff OH -- - - -- timepd Cost/pd. Incrmt/Ib. Cost/lb. 8 Gross Bagging $4.25 1500 0.85 $3491 I $7.741 $0.00202 $03343 8,925 12,000 9 Sculling $4.25 187.5 0.75 $3491 I $7.741 $0.01840 $03527 984 1,500

10 Picking & Weighing $4.25 187.5 0.75 $3.491 I $7.741 $0.01942 $03722 984 1,500 11 Sealing & Stocking $4.25 281.3 0.50 $3491 I $7741 $002049 $03927 984 2,250 12 Machine Shop $5.63 0 0.50 $3491 I $9.116 - --

Item Description wkhr avglbs hrlyusg invhours dllrval iostint lostperlb tlmepd Cost/pd. lncrmt/lb. Cost/lb. 13 Product Inventory $0.00 100000 496.03 201.6 $60,000 592.013 0.00592 0.005 $2.937 $0.00592 $0.3988

Item Description wkhr lbs/tip trps/wk trps/hr lbslhr vhclexp avgdlst gas tlmepd Cost/pd. lncrmt/lb. Cost/lb. 14 Local Area Delivery $5.63 1500 2.5 0.0625 93.75 $1.157 200 $1.25 I $13.892 $0.14818 $05468

Item Description wkhr offcexp -- •- -- -- -- -- timepd Cost/pd. lncrmt/lb. Cost/lb. 15 Managment $10.17 $0.970 1 $10167 - -

Item Description wkhr shlpexp avglbs shlpsply OH -. -- -- tlmepd Cost/pd. lncrmtflb. Cost/lb. 16 Shipping $4.75 $0.114 400 $2.750 $3491 1 $56.591 $0.11400 $0.5067

Sinkers Other ggs Banks Pyramid I Leads

- 1/8 OZ. All Types - 1 / oz. NetLeads

—it r 2 Y2 OZ. Y2 OZ. 2 %oz. %oz.

I 2 loz. loz. loz. I L 2 11/2 oz.

3 2 oz. 2 oz. 2 oz. All Types 3 3 oz. 3 oz. 3 oz. Cigars 3 4oz. 4oz. 4oz.

[{

3 5oz. 5oz. 5oz. 3 Goz. 6oz. 6oz. 3 8oz. 8oz. 8oz. 3 Inn, 1fln7

4 16 oz. 12 oz. All Balls 4 16 oz. Keels& 4 32 oz. Stick Leads

Lead Enterprises, Inc.

Work Areas I I

Ctgy. Area 1Injection Machine #1

' 2 Injection Machine #2 3 Hand-poured Stn. #1 4 Hand-poured Stn. #2

'V Centrifugal Die-Cast 6 Bulk Products 7 8.

X-Ray (Job Cost) Jigs

5 All custom & specialty products, all heads for jigs.

1I -

j

ujusiea out ux per tiour (LS5 Defects an ien Operator % Antimony Lead Temp. Repeat

7500 8000 Test Juan Reyes 2% Antimony 822 785 822 760

5% Antimony 857 902 915 926 Ernesto Perez 2% Antimony 664 632 685 671

5% Antimony 755 787 792 807

elties):

Operator - 1 Averaged Adjusted Output øer Hour: % Antimony Lead Temp.

7500 8000 Juan Reyes 2% Antimony 822 772.5

5% Antimony 886 914 Ernesto Pere 2% Antimony 674.5 651.5

5% Antimony 773.5 797

Iq


Centrifugal Die-Casting Machine Raw Data

1 Total Output for each 1 Hour Run, Includina Defects: Operator % Antimony Lead Temp. Repeat

750° 8000 Test Juan Reyes 2% Antimony 967 950 977 920

5% Antimony 972 1012 1010 1031 Ernesto Perez 2% Antimony 844 837 860 841

5% Antimony 875 882 882 887

I NumberDefects Out of One-Hour Runs: Operator % Antimony Lead Temp. Repeat

750° 800° Test Juan Reyes 2% Antimony 29 33 31 32

5% Antimony 23 22 19 21 Ernesto Pere 2% Antimony 36 41 35 34

5% Antimony 24 19 18 16 IDefects as a Percentage:

Operator % Antimony Lead Temp. Repeat 7500 8000 Test

Juan Reyes 2% Antimony 3.0% 3.5% 3.2% 3.5% 5% Antimony 2.4% 2.2% 1.9% 2.0%

Ernesto Pere; 2% Antimony 4.3% 4.9% 4.1% 4.0% 5% Antimony 2.7% 2.2% 2.0% , 1.8% 1

Hi

I . :S$ 62001 SSb 50625 L 110.25

[Ssabc= 240.25

SSab, 380.25 SSäc; 121 SSb&bl 3844 Sse!: 4148

I I 1 1 1 I I I 1 I I I


istical Analysis for

Three Factors, each with two Factor Levels, with one repeat tests for each combination. Statistical Model: Yijkl=UUk+Eijkl 1=1,2 j=1,2 k=1,2 1=1,2

Symbol Subscipt Label Factor Levels A I Operator 2 B j Percentage of Antimony 2 C k Lead Temperature 2

I Repeat Tests 2

Assumptions: The ANOVA model contains all parameters and all the f-I of interest in the experimnet. All parameters sum to zero over any of its subscripts. All experiment error has a normal probability distribution, with a mean of zero.

First Test Run (II): ii: ki: k2:

'Juan_ RIG' yOs: Sum(yi) i ybar 1= 12.00%1 8221 785 1607 803.50 5.00% 1 857 902 1759 879.50

Total 3366 841.50

12: kI: k2: EmostoP4rez..,isunWvl)=ybar .l.a.

2.00% 6641 6321 1296 648.00 5.00%

7551 7871 1542 771.00

Total 1 2838 709.50

Repeat Tests (12): ii: ki: k2:

Juan Reyes Su,vi(yl) ybar i= 1 2.00%1 8221 760 1582 791.00 1 5-00%1 9151 926 1841 920.50

Total 3423 855.75

zo

ji: j2:

I 1786.381

ji: j2:

ji: j2:

12: kI: k2:

E oPerez: ; :, SUm(yI). jl: 685 671 1356 678.00

j2: 792 807 1599 799.50

'Total 2955 738.75

F-Valueg 95% Significance Level: [F(i/8)4 5.32](a = .05%)

ISource of Variance

Degrees of Freedàm (df)

ANOVA Sum of

SquaresMean

Square F-Value Operator 1 62001 62001 119.578 Percentage of Antimony 1 50625 50625 97.6374 Lead Temperature 1 110.25 110.25 0.21263 A x B 1 380.25 380.25 0.73337 AxC 1 121 121 0.23337 BxC 1 3844 3844 7.41369 A x B x C 1 240.25 240.25 0.46336 Error 8 4148 518.5 Total 15 121469.8

— — — — — — — — — — — — — _. — — — —

Adjusted Output per Hour 950

III,1

850

1'IsI

750

700

650

Iii750°, 2% 750

0,5%

800 0,2%

800015%

Juan Reyes _ Ernesto Perez

ANOVA F=ValUes 1000 1

119.57897.637

-v( 7414

U. V U. 0733

A

Ii0.463 _

MI 0.213 Vrp

100 -

10 -

1 -

0.1 - - I I I

Operator %Antimony Lead Temp. AxB AxC BxC AxBxC

- - - - - - - - - - - - - - - - - - -

I A L_I -- - - I.- -

1

a.Ities): ujustea output per hour (LESS ueiects and I'en Operator % Antimony Lead Temp. Repeat

800° 8250 Test Julio Penza 4% Antimony 118.2 122 115.2 105.6

6% Antimony 122.6 119.8 128.2 120 Hector Gome, 4% Antimon 116.6 111 117.4 114.2

__ 6% Antimon 128.4 127.6 128 125.6

23


Injection Molding Machine #1 Raw Data

I * Total Output for each 1 Hour Run, Includina. Defects:

I

1 Lbs. Defects Out of One-Hour Runs: Operator % Antimony Lead Temp. Repeat

800° 8250 Test Julio Penza 4% Antimony 6.4 6.5 6.4 6.7

6% Antimon 5.7 5.1 5.9 5.5 Hector Gome16%4% Antimon 8.2 8.5 7.3 7.4

Antimon 5.3 5.2 6.5 5.2

I Defects as a Percentage: Operator % Antimony Lead Temp. Repeat

8000 8250 Test Julio Penza 4% Antimony 4.9% 4.8% 5.0% 5.60/6

6% Antimony 4.3% 3.9% 4.2% 4.2% Hector Gome; 4% Antimony 6.2% 6.6% 5.5% 5.7%

6% Antimon 3.8% 3.8%.4.6%.3.8%.

Operator % Antimony Lead Temp. Repeat 8000 825 0 Test

Julio Penza 4% Antimony 131 135 128 119 6% Antimony 134 130 140 131

Hector Gome 4% Antimony 133 128 132 129 6% Antimony - 139 138 141 136

Averaged Adjusted Output per Hour:

I I* All measures given in lbs.

I

Operator % Antimony Lead Temp. 8000 8250

Julio Penza 4% Antimony 116.7 113.8 6% Antimon 125.4 119.9

Hector Gome; 4% Antimon 6% Antimoni

117 112.6 128.2 126.6

Julio Parma Sufn(yl) ybar i= 4.00% 118.2 122 240.2 120.10 6.00% 122.6 119.8 242.4 121.20

Total 482.6 120.65

ji: J2:

f ybar....=] 120.031

18àiT SSb 400 5$ 51.84

SSab 7.29

. 27.04 SUM= 1.44 SSbc=. 0.01

SSe,.I 162.2

Lead Erif&ipiises, Inc.

Statistical Analysis for Injection Molding vi8ChIfl #1 Description: Three Factors, each with two Factor Levels, with one repeat tests for each combination. Statistical Model: Yijkl=Uijk+Eijkl i=1,2 j=1,2 k=1,2 1=1,2

Symbol Subscipt Label Factor Levels A i Operator 2 B j Percentage of Antimony 2 C k Lead Temperature 2

I Repeat Tests 2

Assumptions: The ANOVA model contains all parameters and all the f-I of interest in the experimnet. All parameters sum to zero over any of its subscripts. All experiment error has a normal probability distribution, with a mean of zero.

First Test Run (II): II: ki: k2:

v.t

12: kI: k2:

ji: j2:

Hector Go ISurn(y9= ybar:i. 4.00% 116.6 111 227.6 113.80 6.00% 128.4 127.6 256 128.00

Total 483.6 120.90

Repeat Tests (12): ii: ki: k2:

ji: j2:

Julio Pen a . Sum(y 04i i.= 4.00%1115.21105.6 220.8 110.40 6.00% 1128.2 120

Total F248.2 124.10

469 117.25

12: ki: k2: Hector Gomez ....... .SUrfl(yi)á ybar

A 4.00% 117.4 114.2 231.6 115.80 j2: 6.00% 128 125.6 253.6 126.80

'Total 485.2 121.30

F-Value A 95% Significance Level: F(1F8) 5.321(a=.050/.)

Source of Varlaflce

Degrees of Freedom (df)

ANOVA Sum of Squares

Mean Square F-Value

Operator 1 18.49 18.49 0.91196 Percentage of Antimony 1 400 400 19.7287 Lead Temperature 1 51.84 51.84 2.55684 Ax B 1 27.04 27.04 1.33366 AxC 1 1.44 1.44 0.07102 B x C 1 0.01 0.01 0.00049 AxBxC 1 7.29 7.29 0.35956 Error 8 162.2 20.275 Total . 15 668.31

— — — — — — — — — — — — — — — — — — —

Adjusted Output per Hour for Injection Molding Machine #1

130

125

I-0

I

120 CL

Cl)

-J

115

110öUU, 47o 55O, 4%

850016%

___ Julio Penza III Hector Gomez

I

ead Enterprises, Inc. Die-Casting Comparative Analysis

Manufacturer: HPM HPM National Model: HPM E-200L HPM D1-2001# 107202

Size (Clamp Press): 75 Ton 75 Ton 40 Ton Capacity: 36 oz. 36 oz. 18 oz.

Year: 1987 1982 1993 Punch Mechanism: integrated Integrated Integrated

National American American # 093208 HY-DRO-2S1 HY-DRO-3E2 40 Ton lOTon 10 Ton 17 oz. 14 oz. 12 oz. 1988 1965 1969 Integrated Sperate Unit Sperate Unit

Category Units inual rrice: 4UUU 4U,UUU 3b,40 $3,700 $2,200 $, once

Inital Setup-*Cost: $5,000 $5,000 $4,200 $4,200 $0 $0 $, once Expected Life: 15 12 15 10 3 3 years

t Initial Cost/Hr.: $3.395 $2480 $2.740 $2.688 $0.000 $0.000 dollars/hr Avg. Punch!Hr.: 600 474 726 540 246 219 hours

Mold Cost: $3,405 $3,405 $3,105 $3,105 $2,338 $2,338 once/life Mold Life (Hrs.): 4,000 3,500 3,000 3,000 1,500 1,500 hours

Mold CostlHr: $0.851 $0.973 $1.035 $1.035 $1.559 $1.559 dollars/hr Est. Maintainence: $3,500 $5,000 $6,000 $6,000 $5,159 $4,713 annual

MaintenancelHr.: $2.31 $331 $3.97 $3.97 $3.41 $3.12 dollars/hr Exptd. Gas Usage: $1.15 $1.15 $0.61 $0.61 $0.38 $0.38 hours Operating CostlHr: $1.388 $1.388 $0.732 $0.732 $0383 $0.383 dollars/hr

Est. Setup Time: 0.500 0.200 0167 0.167 2.500 2.500 hours Hrs. Req. To Oprt 1.000 1.000 0.500 0.500 1.000 1.000 workers/hr Avg. Output/Hour 1,350.000 1,065.789 816.532 607.500 123.000 109.500 lbs/hr

Eat. Run Length: 5.500 5.800 5.833 5.833 27.500 27.500 hours — Exptd. Defect %: 0.0100% 0.0100% 0.0043% 0.0086% 5.0000% 5.0000% percent

Output Per Run: 7,424 6,181 4,763 3,543 3,213 2,861 lbs/run - Exptd. Output/Day: 7,424 6,181 4,763 3,543 643 572 lbs/day Work Costper lb.: $0.009416 $0.011816 $0.013180 $0.017631 $0.086559 $0.094393 11e-Work Cost4b.: $0000061 $0000061 $0.000026 $0.000052 $0030359 $0030359

• 7g'fj# yatayflh tna%RO - tAA4 ..'4jb ') lc.p

t = Initial Costs Not Applicable to Machines in Current Use. * = Excludes Factory Overhead - An allocated expense.

ISources:

North American Die Casting Association Producers of Die-Cast Engineering Magazine

HPM Remanufacturer of Die-Casting Equipment Keith Young Mount Gillion, OH (614) 387-0275

National Die Casting Equipment Warick, R.I. (800)242-1253

Frech Hot & Cold Machine

Toshiba

1 — — — — — — — — — — — — — — — — —


New process if new injection machine purchased:

Raw Scrap Purchase j -J Scrap Inventory exDTl

I Big pot: ScraD to Pia I

I Pig Inventory exp. rF— Machine Shop C -----------------------

U Hand-poured Stn. #1 New Injection FCentriffugal Die-Cast 1 Hand-poured Stn. #2 Machine s Cool-Down _Stage

F____

Cleanin9/Sculling I Cleaning/ScuIijnq I t

Picking &Weighing I I I I m

Sealing & Stocking b 1e

'Local Area Delivery ]-. Product Inventory H r

ShiDDina I—.".3

— — — — — — — - — — t — — — ,— dM -


New process if new injection machine purchased:

Raw Scrap Purchase] - Scrap Inventory exi

I Big pot: Scrap to Pia I

I Pig Inventory exp. 1" Machine Shop 1 C - -I'

FC-entrifugalU

Hand-poured Stn. #1 New Injection Die-Casti Hand-poured Stn. #211 Machine I s

Cool-Down Stage 4,

Cleanin/SculIing I I LCleaningiscuu,nq I t

Es

Picking &Weighing I I I I m

Sealing & Stocking I. I e .fLocal Area Deiivery [4--o j

Product Inventory ______________

_______________________ F

Shiøoina 1-4".3

OQ

I zt

LEAD ENTERPRISES, INC.

ANALYSIS OF PRODUCTION OF PLANT INJECTION MOLDING MACHINES

FOR 1992

i1 ii

BAG SIZES

25# BAGS TOTAL #

1O# BAGS TOTAL #

5# BAGS TOTAL #

20Z 1 1/50Z 1.0 OZ 3/40Z 1/20Z 1/40Z 1/80Z 547

13675302

7550484

12100208

5200281 108 53

7025 2700 1325 645

6450598

5980613 465 440 385 228 6130 4650 4400 3850 2280

211 1055

151 755

260 1300

260 262 122 51 1300 1310 610 255

TOTAL # 21180 14285 19530 11150 12735 7160 3860 AVG ($)/L 0.66 0.66 0.68 0.68 0.68 0.75 1.00

ITOTAL ($) 13,978.80 9,428.10 13,280.40 7,582.00 8,659.80 5,370.00 3,860.00

j

i

I

Vead Enterprises, Inc. III

I Contribution Overview for Lead and Bulk Products - I Finished Products (per lb.) % of Sales

Avg. Cost if Pick-up $0.40

I Avg. Sale Price $0.55 Avg. Profit $0.15 24%

Avg. Cost if Delivered $0.55 I Avg. Sale Price $0.60 - I Avg. Profit$0.05 35%

Avg. Cost if Shipped $0.51 Avg. Sale Price $0.60 I Avg. Profit $0.09 11%

I Bulk Products (per lb.) % of Sales Avg. Cost $0.05 I Avg. Sale Price $0.52

Avg. Profit $0.47 30% I Avg. Profit Overall $0.21

I Annual Sales (lbs.) 500000#

I Annual Sales (dollars) * Annual Contribution

$281,875 ($) $103,269 (pretax)

I Annual Cost for Defects on injection Machines $10,739

* Note: This contribution does not take into 'account a

I number of indirect factors, such as pilferage, Excise Taxes, and other significant enpenses.

E

UN-DATE: 04/06/93 Lead Enterprises, Inc.. PAGE 1 UN TIME: 3:56 PM

INCOME STATEMENT AS OF 03/31/93

J!ATIO: INCOME THIS MONTH RATIO -MONTHS RATIO

Shareholders' Equity

I Total Shareholders' Equit 0.00 0.0 0.00 0.0

ITotal Liab. & Shar Equity 0.00 0.0 0.00 0.0

Income - Sales 65,388.14 100.4 65,388.14 100.4

IMiscellaneous Income 256.74- 0.4- 256.74- 0.4-

Net Revenues 65,131.40 100.0 65,131.40 100.0

tost of Goods Sold Purchases 3,649.18 I Medical 146.31 Plant Supplies 12,330.34 Wages 4,957.72

Total Cost of Goods Sold 21,083.55

5.6 3,649.18 5.6 0.2 146.31 0.2

18.9 12,330.34 18.9 7.6 4,957.72 7.6

32.4 21,083.55 32.4

44,047.85- 67.6- 44,047.85- 67.6-

200.00 0.3 200.00 0.3 1,483.03 2.3 1,483.03 2.3

640.12 1.0 640.12 1.0 224.05 0.3 224.05 0.3 551.28 0.8 551.28 0.8 392.18 0.6 392.18 0.6

1,112.45 1.7 1,112.45 1.7

4,603.11 7.1 4,603.11 7.1

39,444.74- 60.6- 39,444.74- 60.6-

Gross Profit

IGeneral & Administrative Advertising I Auto & Truck Operation Freight Out Miscellaneous Expenses Payroll Taxes Telephone Utilities

-. Total Expenses

Net Operating Income

Freight Out 640.12 1.0 640.12 1.0 Miscellaneous Expenses 224.05 0.3 224.05 0.3 Payroll Taxes 551.28 0.8 551.28 0.8 Telephone 392.18 0.6 392.18 0.6 Utilities 934.05 1.4 934.05 1.4

I

I I 587.49 0.9 587.49 0.9

346.56 0.5 346.56 0.5

934.05 1.4 934.05 1.4

II

Insurance

Payroll Taxes F. I.C.A.

Taxes

Utilities Electric Gas

551.28 0.8 551.28 0.8

551.28 0.8 551.28 0-.8

I 31

UN DATE: 04/06/93 Lead Enterprises, Inc. PAGE 2 UN TIME: 3:56 PM

INCOME STATEMENT AS OF 03/31/93

1ATIO: INCOME THIS MONTH RATIO 3 MONTHS RATIO

*** SUBSIDIARY SCHEDULE ***

Sales Anchors Dive Belt Weights Jigs Leads X-Ray Discounts

Purchases Lead - Scrap Supplies X-Ray

2,348.29 3.6 2,348.29 3.6 4,250.30 6.5 4,250.30 6.5

514.92 0.8 514.92 0.8 50,721.95 77.9 50,721.95 77.9 16,692.40 25.6 16,692.40 25.6 9,139.72- 14.0- 9,139.72- 14.0-

65,388.14 100.4 65,388.14 100.4

2,183.84 3.4 2,183.84 3.4 1,084.31 1.7 1,084.31 1.7

381.03 0.6 381.03 0.6

3,649.18 5.6 3,649.18 5.6

Insurance

Payroll Taxes F. I .C.A.

551.28 0.8 551.28 0.8

- 551.28 0.8 551.28 0.8

587.49 0.9 587.49 0.9 346.56 0.5 346.56 0.5 178.40 0.3 178.40 0.3

1,112.45 1.7 1,112.45 1.;

Taxes

Utilities Electric Gas Water

6

I RUN DATE: 04/06/93

fUN TIME: 3:58 PM

Lead Enterprises, Inc..

BALANCE SHEET AS OF 03/31/93

32

PAGE 1

Assets

#urrent Assets Cash Accounts Receivable I' Total Current Assets

and, Property, Equipment

iMachinery & Equipment ---------------

1,850.00

Land, Prop & Equip - Cost 1,850.00

Land, Prop. & Equip - Net

ItherAssets

Total Other Assets

Total Assets

Liab & Shareholders' Equi

t urr6nt Liabilities Accounts Payable

ITotal Current Liabilities

Other Liabilities

Total Other Liabilities 0.00

I I

Total Liabilities

I I I

34,236.18 7,258.56

41,494.74

1,850.00

0.00

43,344.74

3,900.00

3,900.00

3,900.00

iS

UN DATE: 04/06/93 TIME: 3:58 PM

Lead Enterprises, Inc.'

BALANCE SHEET AS OF 03/31/93

*** SUBSIDIARY SCHEDULE,***

3.9'

PAGE 2

Cash

g

Cash - Commercial Bank 34,236.18

34,236.18

I Payroll Taxes Payable

I . RUN DATE 04/06/93 Lead Enterprises, Inc. PAGE 1

IUN TIME: 3:59 PMSUMMARY TRIAL BALANCE

LL ACCOUNTS PERIOD ENDING 03/31/93 ----------- ACCOUNT ------------ -BEGINNING - -------------------------- TRANSATION -------------------------- ---- ENDING ----

UMBER DESCRIPTION BALANCE DESCRIPTION DATE PP PE S REFERENCE A$OUNT BALANCE

1 111 Cash - Commercial Bank 0.00 34,236.18 a 34,236.18

1301 Accounts Receivable 0.00 7,258.56 a 7,258.56 *

1300 Machinery & Equipment 0.00 1,850.00 * 1,850.00

4140 Accounts Payable 0.00 3,900.00.* 3,900.00.a 1560 Anchors 0.00 2,348.29.* 2,348.29-*

t7

50 Dive Be(t Weights 0.00 4,250.30.a 4,250.30.a

10 Jigs 0.00 514.92.a 514.92-6

Leads 0_00 50,721.95.a 50,721.95.a

ILO0

X_-Ray 0.00 16,692.40.a 16,692.40.a

920 Discounts 0.00 9,139.72 a 9,139.72 a

6950 Miscellaneous Income 0.00 256.76 a 25674 a

140 Lead - Scrap 0.00 2,183.84 * 2,3.84 a

7200 Supplies 0.00 1,084.31 a 1,084.31 a

1220 X-Ray 0.00 381.03 a 38103 a

7280 Medical 0.00 146.31 * 146.31 a

1300 Plant Supplies 0.00 12,330.34 a 12,330.34 *

Wages 0.00 4,957.72 a 4,957 a

t

40

60 Advertising 0.00 200.00 * 200.00 •

Auto & Truck Operation 0.00 1,483.03 * 1,483.03 a

f220 0 Freight Out 0.00 640.12 a 640.12 a

60 Miscellaneous Expenses 0.00 224.05 * 224.05 a

702 F.I.C.A. 0.00 551.28 a 551.28 a

180 Telephone OOO 392.18 a 392.18 a

HiDATE: 04/06/93 Lead Enterprises, Inc. PAGE 2

UN TIME: 3:59 PM fW SUMMARY TRIAL BALANCE

LL ACCOUNTS PER IOD ENDING 03/31/93 ACCOUNT ------------ .BEGINNING. -------------------------- TRANSATION -------------------------- ---- ENDING ----

-

------------

UMBER DESCRIPTION BALANCE DESCRIPTION DATE PP PE $ REFERENCE AMOUNT BALANCE

------------------------------------------------------------------------------------------------------------------------

302 ELectric 0.00 587.39 * 58749 *

9304 Gas 0.00 346.56 * 34656 *

1308 Water 0.00 * 178.40 * 178.60 *

TOTAL DEBITS 0.00 135,072.26 135,072.24

35

TOTAL CREDITS 0.00

DIFFERENCE 0.00 *

CONTROL TOTALS CONTROL

I ANSACTI0N COUNT

247 RANSACTION TOTAL 0.00

i** End Of - SUMMARY TRIAL BALANCE

135,072.24- 135,072.26-

0.00* 0.00*

ACTUAL

247 0.00

I

To: Lead Ent. Fax:(305) 635-8644 From: Tom Taylor, Jr. Fax/Voice:(214) 827-7211

Iz - 2-q3

To Tom Taylor, Sr.:

1. I am interested in working this semester with Lead H Enterprises, Inc. for my class project for Senior Design. In

this course, we are to pick a particular "project" or group of projects which we would like to work on. The types of projects I usually addressed by this type of class revolve around optimization of a particular process - whatever that process my be. Optimization as it applies to Lead Enterprises, would

j

revolve around maximizing (say profit) or minimizing (say ti/tie) a particular variable for a given problem.

Particularly, I am interested in four areas (see next page)

To John Bassie:

Questions I would appreciate an answer to at some point (if possible):

1. Sales for a particular month, or even better, sales for a "typical" month broken all the way down by each specific product, all the way from 1/8 oz. egg to 15# ball trollers and every thing in between. Be as specific as possible, and include differences among packaging or production (i.e. w/ or w/o swivel, 10# or 25# bags). If sales for a given item are too small (i.e. 11 0" for the month, or "a couple a year") a traction would be great. It we can get this information for one month, and can figure in the seasonal (if necessary) demand for the product, then we can actually attempt to establish some type of (gasp!) production schedule (wow!). I know this is going to be a real bitch to figure out, but it would really be great if we knew. Please try to include cash sales, but don't worry about jigs. One thing at a time, eh?

2. I need an analysis of inventory, i.e. annual turnover, as accurate as possible account of the inventory, etc.

Time at motion studies: 1. Machine time: How long does it take to produce, say

10#, of 1/8oz. egg sinkers? (Raw... straight out of the machine.) 2. What percentage are defective? (As accurately as

possible, pick a sample of at least 200, and do it at least two separate time intervals.

2b. What was the primary cause of the defects found? Temperature of lead, temp. of mold, problem with mold, problem

' with punch, punch out of align, etc.? Any suggestion to lower defects? Goal: 99.9%. If we can achieve <1% defects (I know its possible) we could totally eliminate the need for sculling--a tremendous expense. Repeat Steps 1 & 2 for loz. and 3oz. eggs. *** More to come, but that should definitely give you a start!!!

IInitial proposal to Lead Enterprises for work to be done by Thomas M. Taylor for CSE 4395 Senior Design, as his class

i

project:

1. Methods for Improving Percentage Output, and Cycle Time

I

Reduction.

This project would involve taking time and motion studies of the current production method, measuring things such as

' percentage yield, temperature of lead, yield by size of sinker, yield by worker, time to produce, time to clean, time to scull, time to bag, etc. This data would then be analyzed to produce I graphs and information that can specifically locate problems within the production process. The results should also indicate what factors most dramatically effect percentage output and speed I of process. The goal could be the total elimination of re-work, and a tremendous cost savings. If percentage output could reach 99% or better, production time of sinkers would double, and costs to

I, manufacture should half (at least).

2. Implementation of Production Schedule and Planned Inventory Management.

-

There are several different, easy to implement and follow, systems for managing inventory. Managing inventory can greatly

' reduce overhead, at a small accounting expense. This in turn can streamline operations, provide instant information to the customer as to whether or not an order can be filled, and can I maximize the current facilities. It can also improve the inventory turnover by anticipating demand for a given product, taking into account seasonal and other variances. I 3. Design and Implementation of Program to Determine Delivery Costs by All Standard Delivery Means.

IThe question often comes up at Lead Enterprises, is this

order enough to make a deliver to Stuart (or wherever) or should we ship it? I can create a computer program, or possible modify I and existing one, to answer this simple question. By running this program and answering a few simple questions, the program can give you the cost of driving a vehicle to deliver it, vs. UPS, vs. Freight. I can create the program to whatever J specifications you would like, for example, if you would like a program that takes into account how far off the highway a given account is, or how much time a deliver will take, I can create the program to take this into account.

4. Re-organizing the Layout Design of the Production ' Facilities of L.E. to Minimize Movement and W.I.P..

I would like to propose a modification of the existing layout to minimize the transportation of raw materials, work in

Iprocess, and finished goods around the facility. As lead is very

I

Hi

3

heavy and the vast majority of all work related accidents come form moving goods around within the facility, reducing the movementas much as possible would be very beneficial. In addition, inventory could be stored more efficiently and kept clean, and the overall efficiency of operations can be improved.

These are proposed projects I would like to undertake for my Senior Design class. I think that the information gathered would be most beneficial, and the potential improvements made would dramatically reduce labor costs, improve the quality of your products, and streamline operations -- all at very small costs to implement. Please consider these proposals and get back with me.

Sincerely,

Thomas M. Taylor

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ead Enterprises, Inc. ieCasting:A 1: 'Die-Casting Comparative Analysis

Die_Casting:B4: "Manufacturer: ie^_Casting:C4: 'HPM

tie_Casting:D4: 'HPM ieCasting:E4: 'National

Die_Casting:F4: 'National I& Casting:G4: 'Struss

g1pie 'Struss Die_Casting:B5: "Model:

Casting: C5: 'HPM E-200L

t

ip__ ieCasting:D5: 'HPM D1-200L ieCasting:E5: '# 107202

Die_Casting:F5: W 093208 'S120-3002S1

IieCasting:G5: ie_Casting:H5: 'S120-2103R3 Die_Casting:B6: "Size: Die Casting-C& '75 Ton

ie_Casting:D6: '75 Ton ie_ Casting :E6: '40 Ton

Die_Casting:F6: '40 Ton ie_Casting:G6: '25 Ton ie_Casting:H6: '25 Ton

Die_Casting:B7: "Capacity: Die_Casting:C7: '36 oz.

ti Casting:DT '36 oz. ie_Casting:E7: '18 oz.

Die_Casting:F7: '17 oz. Casting:G7: '14 oz.

t

ie ie_Casting:H7: '12 oz. ie_ Castirig:B8: "Year:

Die_Casting:C8: 1987 ie_Casting:D8: 1982 ie_Casting:E8: 1993

Die_Casting:F8: 1988

ie_Casting:G8:

1958

tie_Casting:H8: 1957 ie_Casting:B9: "Punch Mechanism:

Die_Casting:C9: 'Integrated 'Integrated

ie_ ^

le_Casfing:D9: Casting:E9: 'Integrated

ie_ Casting:F9: 'Integrated 'Sperate Unit

i

ie— Casting:G9: ie_Casting:H9: 'Sperate Unit ie_Casting:B1 1: "Category

Die_Casting:l11: "Units e_ Casting:B12: "Inital Price: e_Casting:C12:

tie—Casting:D12:72000 40000

Die_Casting:E12: 57950 ie_Casting:F12: 36450 ie_Casting.'G12: 3700

Die—Casting.—H12: 2200 e_Casting:112: '$, once e tie— Casting:B13: "Inital Setup Cost:

Casting:C13: 5000 Die_Casting:D13: 5000

4200

tie_Casting:E13:le— Casting:F13: 4200 Die_Casting:G13: 0

0

t

ie^_Casting.-1113: ie_Casting:113: '$, once ieCasting:B 14: "Expected Life:

Die— Casting.-C14: 15 ie_Casting:D14: 12

'#3

Lead Enterprises, Inc. ie_Casting:E14: 15

Die_Casting:F14: 10 Die_Casting:G14: 3

tDie Casting:H14: 3 Die_Casting:114: 'years Die_Castirig:A15: ".t

eCasting:B 15: "Initial Cost/Hr.: rie-Casting:C1 5 : (Cl 2+C I 3)/(C 14 *Overal/:$C4 *6)

Die_Casting:D 15: (Dl 2+D 1 3)/(D 14 *Overall:$C4*6) Die_Casting:E 15: (E12+E1 3)/(E14 *Overall:$C4 *6)

UDie-Casting:G15:eCasting:F1 5: (Fl2+F13)/(F14*Overall:$C4*6)

0 Die_Casting:H15: 0

ijDieL 'dollars/hr Die_ Casting:B 16: "Avg. Punch/Hr.: Die_Casting:C16: (6014.5) *45 Die_Casting:D16: (6015.7) *45

tCasting:E16: 6013.72*45

Di^-êCasting:Ff&- 6015*45 Die_Casting:G16: (31+26+25)*3

ie_Casting:H 16: (28+23+22) *3 Die_Casting:116: 'hours Die_Casting:B 17: "Mold Cost: Die _Casting: C 17: 1200+0.1 2*Overall:$L35*Overall:$C4 *8

ie_Casting:D 17: 1200+0.1 2*Overal/: $L35*Overall:$C4 *8 ieCasting:E1 7: 900+0.1 2*Overall:$L35*Overall:$C4 *8

Die__Casting:Fl 7: 900+0.1 2*Overall:$L35*Overall:$C4 *8 G 17: 500+0.1 *Overa11:$L35*Overa11:$C4*8

IgDiie_Casting. ie_Casting:H 17: 500+0.1 *OveraII:$L35*Overa11:$C4 *8 e_Casting:l1 7: 'once/life

Die_Casting:B 18: "Mold Life (Hrs.): ie_Casting.C18: 4000 ie_Casting:D18: 3500

Die_Casting:E18: 3000 Die_ Casting:F 18: 3000

tie_Casting: G18: 1500 ie Casting:H18. 1500

Die-Casting:118: 'hours "Mold Cost/Hr:

ie_ t

ie-Casting:B19: Casting: C19: i-C171C18

Die_Casting.D 19: +D1 71D 18 +E17/E18

fe i

ie_Casting.'E19: Casting:F19: +F171F18

ie_Casting:G19: +G171G18 Die_Casting:H19: +H171H18

Casting:l 19: 'dollarslhr

*

JeL ieCasting:B20: "Est. Maintainence: ie_Casting:C20: 3500

DieCasting:D20: 5000

tie-Casting:E20: 6000 ie_Casting:F20: 6000

Die_Casting:G20: (+Overa1I:E5+(Overa11:E712)) *11 *51+250 (+Overall:E54-(Overall:E7/2)) *10*51+250

*

ie^_ Casting:H20.-

ieCasting:120: 'annual ie_ Casting:B2 1: "Maintenance/Hr.:

Die _Casting:C21: +C201(252*6) +D201(252*6)

tie_Casting:D21: ie_Casting:E21: +E201(252t6)

Die_ Casting:F2 1: +F201(252*6) Casting: G2 1: +G201(252*6)

t

ie^_ ie_Casting:H21: +H201(252*6) ie_Casting:121: 'dollars/hr

Die Casting:B22: 'Exptd. Gas Usage:

fe_ Casting: C22: -'-Overall:$El 1 *(75125)

q

ead Enterprises, Inc. ie_ Casting:D22: +Overa//:$E1 I *(7515)

Die Casting:E22: +Overall:$E1 I *(415) +Overall:$E1 1 *(40/25)

t

ie-Cesting:F22: ie_Casting:G22: +Overall:$E1I ie_Casting:H22: +Overall:$E1 1

Die_Casting:122: 'hours "Operating Cost'Hr: IieCasting:B23: e_Casting:C23: +C22+(10*2*0. 012)

Die_Casting:D23: +D22+(10*2*0. 012) - Casting:E23: +E22+(5*2*0.012)

1

Die DieCasting:F23: +F22+(5*2*0.012) Die__Casting:G23: +G22 Die_Casting:H23: +H22

'dollars/hr Igie-Casting:123: ie_Casting:B24: "Est. Setup Time:

Die_ Casting: C24: 0.5 Die Casting:D24:0.2

te_Casting:E24:

l*e-Casting:F24:10160 10160

Die_ Casting: G24: 2.5 2.5

t

ie-Casting:H24 ie_Casting:l24: 'hours

Die_Casting:B25: "Hrs. Req. To Oprt: Die_Casfing:C25: I

tie-Casting:D25: 1 ie_Casting:E25: 0.5

Die_Casting:F25: 0.5 I

tie_Casting:G25: ie-Casting:H25: 1 ieCasting:125: 'workers/hr

Die_Casting:B26: "Avg. Output/Hour: ie_ Casting: C26: +C 16*36/16

Lie_Casting:D26: +D 16*36/16 Die_Casting:E26: +E1 6*18/16

F26: +F1 6*18/16

t

ie-Casting.ie_Casting:G26: +G 16*8/16 ieCasfing:H26: +H1 6*8/16

Die__ Casting:126: 'lbs/hr Casting:B27: "Est. Run Length:

îe_ ie-Casting: C27: 6-C24 ie_Casting:D27: 6-D24

i

6-E24

t

e-Casting:E27:ie_Casting:F27: 6-F24 ie_Casting:G27: (6*5)G24

Die_Casting:H27: (6*5)H24 'hours

fi

e-Casting.-I27: e_Casting:B28: "Exptd. Defect %: ie_ Casting:C28: 0.0001

Die_ Casting:D28: 0.0001

tie_Casting:E28: 4.3E-05

ie_ Casting:F28: B. 6E-05 Die_Casting: G28: 0.05

0.05 ie_

4ie-Casting:H28:

Casting: 128: 'percent ie_Casting:B29: "Output Per Run:

Die-Casting: C29: (C26*C27) *(1.C28)

(ie_Casting:D29:

(D26 *D27) *(1.D28) ie_Casting:E29: (E26*E27) *(1.E28)

Die_ Casting:F29: (F26*F27) *(1..F28)

i

Casting: G29: (G26 *G27) *(1G28)

* e_ e_Casting:H29: (H26*H27) *(I..H28) ie_Casting:129: 'lbs/run

Die_ Casting:B30: "Exptd. Output/Day:

Ie^_ Casting: C30: +C26*(1 -C28) *(6..C24)

Li 6

Lead Enterprises, Inc. ie_Casting:D30: +D26*( 1-D28) *(6D24)

Die_Casting:E30: +E26*(1E28) *(6E24) _Casting:F30: +F26 *(1 -F28) *(6.F24)

t

Die ie_Casting:G30: +G26*(lG28) *(6..(G2415)) ie_Casfing:H30.- +H26*( 1-H28) *(6.(H2415))

Die_Casting:130: 'lbs/day "Work Cost per lb.:

I

ie— Casting:B31: ieCasting: C3 I: (Cl 5+C 1 9+C2 I +C23+C25*Overall:$C5+Overa//:$E5*C24/C27)/(C26*(1.C28))

Die7_Casting:D3 1: (D15+D19+D2 I +D23+D25*Overall:$C5+Overa/f:$E5*024/D27)/(D26*(1..D28))

e—CasngE3

1: (El5+El9+E2I+E23+E25*Overall:$C5+Overa/!:$E5*E24/E27)/(E26*(1E28))

Up—eCasting:F31: (Fl5+F19+F2I+F23+F25*Overall:$C5+Overal/:$E5*F24/F27y(F26*(1..F28))

Castirig:G3 1: (G I 5+G I 9+G21 +G23+G25*Overa/l:$C5+Overa//:$E5*G24/G27)/(G26*(1.G28)) Die7_Casting:H31: (HI 5+H I 9+H2 I +H23+H25*Overall:$C5+Overa//:$E5*H24/H27)/(H26*(1.H28))

"Re-Work Cost/lb.:

i

Die^_Casting:B32: Die. Casting:C32: (C28*C26*Overa11:$J28)/C26 Die_Casting:D32: (D28*D26*Overa11:$J28)/D26

Casting:E32: (E28*E26*Overa11:$J28)1E26

,

Die Die_Casting:F32: (F28*F26*Overa11:$J28)1F26 Die_ Casting: G32: (G28*G26*Overa11:$J28)1G26 Die_Casting:H32: (H28*H26*Overa11:$J28)1H26

ieCasting:A33: DieCasting:B33: "TotalCost per/Ib: Die7_Casting:C33: +C31 +C32 Die_Casting:D33: +D31 +D32

Iie_Casting:E33:+E31 +E32

ie Casting:F33: +F31 +F32 Die_Casting:G33: +G31 +G32

+H31+H32 ie_

fCasting:A35:

D

ie_Casting:H33:

ie_Casting.B35: '= Initial Costs Not Applicable to Machines in Current Use. Die_Casting:A36:

I

ie^_Casting:B36: '= Excludes Factory Overhead -- An allocated expense. ie_Casting:A38: 'Sources:

Die_Casting:B39: 'North American Die Casting Association 'Producers of Die-Cast Engineering Magazine

t

ie_Casting:B40: ie— Casting:B42: 'HPM Remanufacturer of Die-Casting Equipment ieCasting:B43: 'Mount Gillion, OH (614) 387-0275

Die Casting:B45: 'National Die Casting Equipment ie_ Casting:846: 'Warick, R. I. (800) 242-1253

tvad Enterpr erall:A 1:

Overall.-B2:

Øverall: C2: verall:B3: verall:C3:

Overa/I:B4:

lvera ll:B& verall:C4:

Overall:C5:

(verall:D5: verall:E5: verall:B6:

Overall:C6:

Iveral/.D6: veral/:E6:

Overall.-BT

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vera/I: C7: verall:D7: verall:E7:

Overall.-B8:

iI

verall.-C8.-

vera/I: C9: Overall:D9:

vera/I:E9: verall:F9: verall:BIO:

Overall:C10:

tverall.-FIO:eraII:D10:

era//El0:

Overall:B1 1:

tverall: C 1 1: verall:D1 1:

Overall:E1 1:

(vera//:O12: vera/I:P1 2: verallA 13:

Overall.-B13:

tverall: C 13: vera/I:D 13:

Overa/I:E1 3:

(

verall:F 13: vera/I: G 13: verall:K13:

Overall.-L13.-

t

verall.-M13:

verall:N13: Overall.-013:

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verall ' -P1 3: verall:A 14: verall:B 14:

Overall.C14:

k

erall:D 14: erall:E14: erall.F14:

tverall.-L14:

vera/I:G14: verall:K14:

Overall:1014:

veral/:N14: - veral/:014: vera/I:P1 4:

Overall:A 15: verall:B 15:

ses, Inc. 'Detailed Overview of the Company "Cost for scrap/lb. = 0.16 "Cost for pig/lb. = +N20 "Working Days/Yr = 51 *5.3

"ratep 170/40 "ratemc-225/40 "rafej-174/40 "rafemn= (160/40+185/40 700132)13 "rated= 225/40 "ratef= 250140 "raterw= 210/40 "month "hr. "per usage "admin. "Overhead= 2500 +C1Q/(21 *8) (D10+F10)113 +E6*3 "Gas Expense 450 +C111(21 *8) +D11/7 "Avg. thru "Max. thru 'Item "Description "wkhr "avglbs "avgprce "forklift "OH "timepd "Cost/pd. "Incrmt/Ib. "Cost/lb. "per day "per day I 'Raw Scrap Purchase 0.5 *$E$7+0 5*$C$8 1250 0.16 (220001(10C4))14 +$E$ 1 0/KI 4 I ((C14+D14*E14+F14+G14)*K14) +L141(D14*K14)$C$2 +L 141(D 14 *K 14) +D14*K14*8 +014 'Item "Description

17

eadEnterpr verall:C15:

Overall:D15:

*verall:E15: verall:F15: verall:G15:

Overall:H15:

Iverall:115: verall:K15:

Overall:L 15:

(verall:M15: verall:N15: veral/A 16:

Overall:B16:

gverali:C 16.' verall:D16:

Overall:E16:

t

verall:F16: verall:G 16: verall:H16:

Overall.-116:

verail:K16: verall:L16: veral/:M16:

i

veraIM16: verall:A 17: verall:B 17:

Overall:C17:

OveraIl:D17: verall:E17: verall:F17:

Overal/:G 17:

tverall:H 1 T

veral/:K17: Overal/:L17:

OveraIl:M1 7: verall:N17: veral/A 18:

Overall:816:

rverall.-C18.-

verall:D18: Overall:E18,'

i

verall:F18: verall:G 18: verall:H18:

Overall:K18:

i;

verall:L 18: verall:M1 8: verall:N1 8: verall: 018: verall:P18: verall:A 19:

Overall:B19:

if

verall:C 19: verall:D19: verail:EI9:

veral!:F19: verall:G19: verall:H19:

Overall.-119:

O

veralf.-K19:

verall119: verall:M19:

Overa/l:N19: verall:A20:

rses, Inc. "wkhr "avglbs "hr/yusg "invhours "dllsval "lostint 'lostperlb "timepd "Cost/pd. "/ncrmt/!b "Cost,lb. 2 'Scrap Inventory Exp. 0 60000 +F18 +D16/E16 +D 16 *N1 4 (G16120432)*F16 i-H I 6/Di 6 1/F16 +H16*K16 +H I 61D 16 i-N I 4+H I 6/D 16 'Item "Description "wkhr "avglbs "loss "pbused "pbprc "OH "timepd "Cost/pd. "lncrmt/lb. "Cost/lb. 3 'Big pot: Scrap to Pig I *$C$8 ((55+61+58+61+62)/5)*59,5/8 0.05 (1 i-El 8) *D 18 +N16 +$E$1Q/K18 I (C18+F18*G18+H18)*K18 +L181(D18tK18)-1sJ16 +L I 8/(D1 8*K1 8) +K18*D18*8 70 *65 'Item "Description "wkhr "avglbs "hrlyusg "invhours "dllrval "lostint 'losfperlb "time pci "Cost/pd. 'Vncrmtilb. "Cost/lb. 4

ead Enterprises, Inc. verall:B20: 'Pig Inventory Expns.

Overall:C20: 0 75000

tverall:D20:verall:E20: 3000/8 verall:F20: +/J201E20

Overall:G20: +D20*(N1 8*2) (G20/20432) *F20

Iverall:H20: verall:120: +H20/D20 Overall.-K20: 1/F20

+H20*K20

(

verall:L20: vera/I: M20: +H20/D20 vera/I:N20: +N1 8+H20/D20

Overal/:A2 1: 'Item verall.-B21: "Description

Lvera/I: C21: "wkhr Overall:D21: "maxout Overall :E21: "avgeft

tveral/:F21: 'gas verall.-G21.- "mold

Overall.-H21: AOH verall:12 1: "%dfcl

IJveraII.J2 1: "defcost Overall:K2 1: "timepci Overall:L21: "Cost/pd.

tverall.M21: "Incrmtl/b. verall.-N21: "Cost/lb.

Overall:A22: "5a 'Hand-poured Stn. #1

(

vera/I:B22: verall:C22: I *$C$5 verall:D22: (3) *45

Overall:E22: 0.85

tveraIl:F22: +E$11 verall:G22: (50012000) *30 1 *L$35

Overall.-H22: +$E$ I 0/K22 0.005

(

verall:122: verall:J22: 3*N$20 veral/:K22: I

Overa/I:L22: (C22+(D22*E22) *C$3+F22+G22+H22+ (/22*(D22*E22) *J22)) *K22 +L221(D22*E22)N$20

I

verall.-M22: vera1l:N22: +L221(D22*E22)

Overall: 022: +K22*(D22*E22) *6 +K22*D22*8

tverall:P22: verall:A23: "5b verall:B23: 'Hand-poured Stn. #2

Overall.-C23: I *$C$5 verall.-D23: (3) *40

Iverall:E23: 0.65 Overall.-F23: +E$11

(50012000) *3+0 1 *L$35

i

veral/:G23: vera//:H23: +$E$10/K23 verall:123: 0.005

Overall.-J23: 3*N$20 I

(verall:K23:verall:L23: (C23+(D23*E23) *C$3+F23+G23+H23+(123*(D23*E23) *J23))*K23 verall.-M23: +L231(D23*E23)N$20

Overall:N23: +L231(D23*E23)

tverall:023: +K23*(D23*E23) *6 verall:P23: +K23 *D23*8

Overa/I:A24: 'Item "Description

(

verall:B24: vera/I: C24: "wkhr verall.-D24: "maxout

Overall:E24: "avgeff verall:F24: "gas

lead Enterprises, Inc. verall:G24: "mold

Overall.-H24: "OH veral/.I24: "%dfct

Iverall:J24:"defcosf

verall:K24: "timepd Overall.-L24: "Cost/pd.

A Incrmtllb.

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verall:M24: vera/I:N24: "Cost'lb.

Overall:A25: "6a Overall.-B25: 'Centrifugal Die-Cast

tverall:C25: +$C$5 verall:D25: 1000-(0.186-2.2)

Overall:E25: 0.5 +E$1117

I

verall,-F25: verall:G25: (601400) *4Q 2*L35 verall:H25: +$E$ I 0/K25

Overall.-125: (29+23+38+24+33+22+41+19)1(967+972+844+875+950+1012+837+882)

tverall:J25: 3*N$20 verall.-K25: I

Overall.-L25: (C25+(D25*E25) *C$3+F25+G25+H25+(/25*(D25*E25) *J25)) *K25 verall:M25: +L25/(D25*E25)N$2O

veral/:N25: (verall:025:+L25/(D25*E25)

+K25*(D25*E25) *6 Overall:P25: +K25*D25*8

Iverall:A26: "6b Rverall:B26: 'Cleaning/Sculling

Overall.-C26: +$C$5 +P251'8112

(

verall:D26: verall:E26: 0.6 verall.,H26: +$E$1Q/K26

Overal/:K26: 1

tverall:L26: (C26+H26) *K26 verall:M26: +L261(D26 *E26)

Overall.-N26: +L261(D26*E26)+N25 026: +K26 *(D26 *E26) *6

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verall: verall:P26 ' +K26 *D26*8 verall:A27: 'Item

Overall.B27: "Description "wkhr

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verall.-C27: verall:D27: "maxout verall:E27: "avgefl verall:F27: "mchgas verall:G27:

tverall:H27:"mold "OH

Overall:127: "%dfct "defcost

f

verall:J27: verall:K27: "fimepd vera/1127: "Cost/pd.

"/ncrmt/lb.

i

verall.-M27: verall:N27: "Cost/lb. verall:A28: 117a

Overall:B28: 'Injection Machine #1 C28: +$C$5

O

vera/I: verall:D28: +Die_Casting: G26/E28 verail:E28: 0.76

Overall:F28: 1.5f(2*C28140)4E$1 I

lveralt:G28: (50011500)+(0.15-L35) verall:H28: -f$E$ I 0/K28

Overall:128: 0.05 3*N$20

O

verall.-J28: verall:K28: I verall:L28: (C28+(D28*E28) *C$3+F28+G28+H28+(128*(D28*E28) *J28)) *K28

Overall: M28: +L281(D28 *E28N$20 vera//:N28: +L281(D28*E28)

50

ead Enterprises, Inc. vera/I: 028: +K28*(D28*E28) *7

Overall.-P28: +K28*028*8 Overall :A29: '7b

tveral/:B29: 'Injection Machine #2 verall.-C29: +$C$5

Overall.-D29: +Die_Casting:H26/E29 +E28

I

verall.-E29: veral/:F29: +F28

Overa//:G29: +G28 +H28

l

Overall:H29: Overall:129: +Die Casting:H28 Overal/:J29: +J28 Overall.-K29: I OveraII129: (C29+(D29 *E29) *C$3+F29+G29+H29+(/29 *(D29*E29) *J29)) *K29 0vera//:M29: +L291(D29*E29)N$20 Overal/:N29: +L291(D29 *E29) Overa/I.029: +K29 *(D29 *E29) *7

tveral/:P29: +K29 *029*8 verall.*A30: 'Item

Overall.-B30: ADesc,.iptiOn

vera//: C30:

"wkhr Wverall.-D30: 'tmaxout

Overall:E30: "avgefl Overall.-F30: "OH

G30: "--t

verall: veral/:H30: A--

Overall.-130:

verall:J30:

"- verall:K30: "timepd vera//:L30: "Cost/pd.

Overall. M30: "lncrmt//b. veral/:N30: "Cost//b.

tverali:A31: 8 Overall.-B31: 'Gross Bagging

+$C$5

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vera/I:C31: vera/l:D3 1: 75*6013 vera//:E31: 0.85

Overall:F31: -'-$E$101K31 I

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verall.-K31: verall:L31: (C31 +F3 1) *K31

Overal/:M31: +L3 11(D31 *E31) *((N28+N29)12) (N28+N29)12+M3 1

t

verall:N31:

vera/I:031: +K31 *(D31*E31)*7 veral!:P3 1: +K31 *D31 8

Overall.-A32: 9 'Scul/ing

tvera//:B32:verall:C32: +$C$5 verall.-D32: 112516

Overa/I.E32: 0.75

tverall:K32: verall:F32: +$E$I0/K32

I Overall:L32: (C32+F32) *K32

+L321(032*E32) *N3 I

OveraIl:M32:verall:N32: +M32+N3I verall:032: +K32*(D32*E32) *7

Overall:P32: +5(32*032*8

averatl:A33.- 10 veral/:B33: 'Picking & Weighing

Overall.-C33: +$C$5 150018

O

verall.-D33: vera/I:E33: 0.75 verall:F33: +$E$ 10/5(33

Overall.-K33: 1 averall:L33: (C33+F33) *5(33

5'

Lead Enterprises, Inc. Overall:M33: +L331(D33*E33) *N32 Overall.-N33: +M33+N32

+K33*(D33*E33)*7

l

Overafi:033: Overall.-P33: +K33*D33*8 Overall:A34: 11 Overall:B34: 'Sealing & Stocking

+$C$5 l

Overall:C34: Overall:D34: 225018 Overall.-E34: 0.5 Overall:F34: +$E$101K34

1Overall:K34: 1 0vera/1134: (C34+F34) *K34 Overall.-M34: +L341(D34*E34)*N33

+M34+N33

l

Overall.-N34: Overall:034: +K34 *(D34 *E34) *7 Overall:P34: +K34*D34*8

12

,

Overal:A35: Overall.-B35: 'Machine Shop Overall:C35: +$E$5 Overall:D35: 0

05

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Overall.-E35: Overall.-F35: +$E$101K35 Overall:K35: I Overall135: (C35+F35) *K35

lOverall:M35: Overa/I:N35: "--Overall:A36: 'Item

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Overall.-B36: Overall:C36: "wkhr Overall:D36: "avglbs Overall:E36: "hrlyusg

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Overall.-F36: Overall: G36: "dllrval Overall:H36: Alostint Overall:136: 'lostperlb

lOverall:K36: "fimepd Overall:L36: "Cost/pd. Overall:M36: 'Vncrmt,lb.

verall:N36: "Cost/lb. verall:A37: 13

Overall.-B37: 'Product Inventory Overall :C37: 0

tverall:D37: 100000 verall.-E37.- (5000001(210-8))10.6

Overall.-F37.- +D371E37 +D37*0.6

Iverall:G37: • verall:H37: (G37/20432) *F37 Overall:137: +H37/D37 Overal/:K37: 1/F37

tverall:L37: +H37*K37 verall:M37.- +H37/D37

Overall:N37: +N34+H37/D37 'Item

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verall.-H38: verall:138: "avgdist verall:J38: "gas

Overall:K38: "timepd

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ILeadEnterp' Overall: M38: Overall.-N38: Overall:,439:

lOverall:B39: Overall.-C39.- Overall.-D39:

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overa,I:E39: Overall:F39: Overall:G39: Overall.-H39: Overall:139: Overall.-J39: Overail:K39:

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Overall:L39: Overall.-M39: Overall.-N39: Overall,-A40: Over&I:B40: Overall. C40: Overall:D40:

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Overal:K41: Overall:L41: Overall:M41: Overall.-N41:

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Overall:A42: Overall.-842: Overall:C42: Overall.-D42:

tverall:E42: verall.-F42:

Overall:G42: verall:H42: verall:142:

Overall:J42: Overall:K42:

tverall:L42: verali:M42:

Overall:N42:

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Overall.-D43:

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Overall:N43: I

ises, Inc. "lncrmt'7b "Cost/lb. 14 Loci Af-ea Delivery

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