Operations Engineering: Tesla Motor Company Case Analysis

This report provides an operational analysis of Tesla Motor Company, including production system, operational sequence, and waste problems. It also evaluates the design of a new product and operations engineering. The report recommends incorporating flexibilities to reduce waste problems.

OPERATIONS ENGINEERING: TESLA MOTOR COMPANY CASE
ANALYSIS
PREPARED BY:
DATED:
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EXECUTIVE SUMMARY
The report hereinafter provides an operational analysis of the internationally known company:
Tesla. The paper summarizes key operations in the company ranging from the production system
to operational sequence. Therefore, the purpose of the report is to uncover the operational
situation at the said company. It was realized that the existing system is faced with a lot of waste
problems such as delay of materials. Finally, a recommendation was made for the existing
layout to incorporate flexibilities as far as wastes are concerned.
INTRODUCTION
Tesla is a technology company with a range of manufacturing operations. The company has its
main manufacturing plant in California, USA but the marketing system is internationally linked
such that it serves millions across the world. It is one of the leading innovative manufacturing
companies that designs, assembles and sells fully electric vehicles, along with other similar range
of products; namely: charging stations, battery products and automated driving system. Notably,
there are a number of projects that the company has worked on. For instance, the launch of fully
electric luxury car “Sedan Model S” in 2012 elevated the company to higher levels of
Sustainable Manufacturing as far as global warming is concerned. Therefore, it has attracted
international attention with majority of its buyers being from the high end social class. It is fully
operating on a platform of technological innovation. In fact in one of its signature marketing
slogan, it stipulated that they were aiming at zero gasoline use in cars (Tesla, 2018). The
company is therefore actively participating in the restoration of depleted ozone layer due to
pollution from the traditional cars. The two environmental issues the company is hoping to
achieve is minimizing the use of traditional cars to minimize pollution levels and provide
extremely comforting conditions for the car users. In 2012, as mentioned earlier, the company

launched the first ever fully electric car model and since then there has been growing appetite
from consumers for more of this type of cars. The company today has a huge pool of consumers
for their products perhaps due to limited competitors in the new product range. Besides, their
marketing strategy is very strategic; most of the showrooms are housed in apple stores and
potential buyers would come and visually experience the vehicle rather than buy it. The
purchasing is digitized making it a more enjoyable technology company. Besides, with limited
competitors in the electric vehicle market, Tesla has obtained a significant amount of market
share. The production system operates on a Kanban such that it is demand-driven (Industry
Week, 2016). However, demand-driven systems are often more susceptible to extreme external
shocks such as abrupt change in material supply due to shortage of materials. Nevertheless, the
report examines the new product by evaluating its design in the said manufacturing plant.
DESIGN OF A NEW PRODUCT
(a) DeBono’s Six Hats Thinking Model (Sustainable Communities, 2018)
In this case, we apply the model in the design of a solar charging station with a power-
packed module design.
DeBono’s Hat Explanation Items considered
White Information: fact and
figures
The charging rate and
capacity; the discharging
rate; size of module
(material requirements)
Yellow Value and benefit through
probing
Fastest charging solution
Reliable even during low to
zero solar availability
Small in size with larger
capacity for storage;
Materials can easily be
recycled and les harm to the
environment
Black Caution and critical Loss due to portability ;

thinking Damage from accidental
dropping; Charging
problems in winter season;
Nonexpandable storage for
maximum charging in
summer( so that
Red Intuition and feelings The device will work since
others have worked before
(Function); Consumers taste
and preference ; The
aesthetic quality vis-à-vis
customer preference
Blue Thinking process
management (guiding
tool for all other hats)
Figure out how to
implement the ideas and
ensuring the blind spots are
identified in the design.
Green Creativity and
possibilities
Integrating solar tracker to
automatically adjust the
system for maximum
charging; Charging while
driving ; Charge controller
to minimize battery damage
due to overcharging;
Efficiency in battery
packing and overcoming
capacity constraints;
(b)Design Review
Questions over the various aspects of the power-packed solar charging unit
(Sinovoltaics. ,2018).
A. COST
1. What is the total manufacturing cost of the product?
2. What elements are included in the cost and how much does each cost?
3. Is there a strategy of cost minimization through recycling?
4. How does the cost compare with other alternatives? Is it cheaper?
B. CONSUMER PROFILE
5. How well can the consumers talk about the product?
6. Is the product user-friendly?
7. Does it have an inbuilt safety mechanism?
8. Does the consumer have liability as far as its operation is concerned? What are

they?
C. SIZE AND ACCESSORIES
9. What is the physical size of the product?
10. Is the product integrated with the latest technology? If yes, how does it help in
boosting performance?
11. Is the product integrated with other accessories or it comes as a complete unit?
12. Can the parts be easily replaced by third party?
D. PERFORMANCE AND WARRANTY
13. Does the product warranty include after-sale service?
14. How well does the product perform?
15. What is the average life cycle of the product?
E. MAINTENANCE AND RELIABILITY
16. Is the product easily maintainable?
17. What are the maintenance options for the product?
18. Which parts of the product can be recycled after its end use?
19. What is the maximum number of hours that the product can operate before
breakdown?
20. Is the product functionally flexible or is it only designed for a specific car model?
F. TECHNOLOGY INTEGRATION
21. How has the design utilized the concepts of universality and sustainability?
22. Are there risks associated with the use of the product?
23. Which is the launching platform of the product; online or offline during
operation?
G. STORAGE
24. What is the storage capacity of the product?
25. Is the storage capacity expandable?
Complete DR checklist: Answers to the review questions and additional comments
QN S/NO QUESTIONS YES
(Y)
NO
(N)
OTHERS(specify) REMARKS
1 What is the total
manufacturing cost of the
product?
Is based on
a number of
factors
2 What elements are included
in the cost and how much
does each cost?
To be determined
3 Is there a strategy of cost Y

minimization through
recycling?
4 How does the cost compare
with other alternatives? Is
it cheaper?
It is more
affordable due to
reduced size
5 How well can the
consumers talk about the
product?
Very well
6 Is the product user-
friendly?
Y
7 Does it have an inbuilt
safety mechanism?
Y
8 Does the consumer have
liability as far as its
operation is concerned?
What are they?
N
9 What is the physical size of
the product?
To be determined
10 Is the product integrated
with the latest technology?
If yes, how does it help in
boosting performance?
Y Prevents excessive
charging
11 Is the product integrated
with other accessories or it
comes as a complete unit?
1.
As a complete unit
12 Can the parts be easily
replaced by third party?
Y
13 Does the product warranty
include after-sale service?
Y
14 How well does the product
perform?
Very well
15 What is the average life 50 years

cycle of the product?
16 Is the product easily
maintainable?
Y
17 What are the maintenance
options for the product?
Mostly preventive
maintenance
18 Which parts of the product
can be recycled after its
end use?
The cover is plastic
which can be
recycled easily, the
metallic
components can
also be recycled
19 What is the maximum
number of hours that the
product can operate before
breakdown?
About 50 000 hrs
20 Is the product functionally
flexible or is it only
designed for a specific car
model
Functionally
flexible
21 How has the design utilized
the concepts of universality
and sustainability?
The technology
itself is sustainable;
there is less
production of
pollution waste
22 Are there risks associated
with the use of the
product?
Y
23 Which is the launching
platform of the product;
online or offline during
operation?
Online
24 What is the storage
capacity of the product?
Yet to be
determined
25 Is the storage capacity
expandable?
Y
(c) Summary on the DR outcome
It is clear that the above questions are more specific. However some answers could not be
found immediately and only can the exact answers is found through completion of design

and manufacturing. Nevertheless, the two major aspects of design that featured
vehemently are safety and functionality. Based on the preference and tastes of customers,
the product must work correctly and efficiently in a safe fashion, everything else is only
secondary. The designer is forced to maximize opportunities for these two design facets
which are predominantly integrated in the product design architecture.
Furthermore, some questions focused on the sustainability. For instance, there is need to
think beyond the product life cycle. The materials making up the product are they
consumable or can be recycled? Meanwhile, other questions such as the total
manufacturing cost could not be ascertained. The cost would depend on a number of
factors hence it is imperative to focus on the said factors. For example, the size of the
component will determine the amount of material to be used hence the cost of material
can be established. Another aspect of cost is the expected production volume. Since it is a
new product, deriving its manufacturing cost may require some time as there are other
hidden costs that are not included in the preliminary design.
Lastly, the issue of technology integration was included in the design review. It is well
known that technology is rapidly changing the design landscape. The type and mode of
technology adopted should be in tandem with the overall functionality of the item. For
example, it is proposed that the product will have an inbuilt safety mode against
overcharging. This will ensure the batteries are durable.

Therefore, in summary, the 25 questions dwelt on cost; safety; technology integration and
issues of sustainable design and maintenance. Cost was a key element of design.
DESIGN THE OPERATIONS
(a) VSM
An information flow with minimum one core activity,
Information flow /material flow
In the supplier point, the wastes identified include: delayed materials and
transportation problem. In the process, the activities identified include: quality,
drilling, assembly, painting and dispatch. The activities were also accompanied by
wastes such as wasted talents, machine idleness, assembly mismatching and rework
in painting. The information flows from the supplier who alerts the processor of the
raw material inventory. When the processor is in need of the raw material, a signal is
sent to the department and the items are brought into the shop floor. The Customer is
SUPPLIER PROCESS
CUSTOMER
ACTIVITIES:
Quality test
Machine drilling
Assembly
Painting
Dispatch
WASTES :
Delayed
materials
Transport costs
Inventory and layout
problems

the recipient of the processed information. If not satisfied, he/she can send the signal
back to the processor and the revisions are made before dispatch again.
A material flow with at least five core activities, at least three inventory locations
In this case, the material flows from the supplier to the material inventory to the
assembly, tooling, quality assurance and finally the customer. For every flow of
material, there are wastes that must be eliminated along the chain. For example, in the
raw material inventory, the following performance characteristics are expected:
SUPPLIER RAW
MATERIAL
INVENTORY
ASSEMBLY TOOLING
PRESSING
QUALITY
ASSURANCE
CUSTOMER

The supplier is expected to supply the materials in record time and in perfect quality.
Often, the quality team will inspect the supplied raw materials to ascertain whether
they confirm with minimum requirements otherwise the supplier is asked to redo the
supply for a more quality raw material. Besides, the most efficient supplier contract
agreement is the Just-in-Time purchasing where the purchaser must only order
materials that can all be consumed at a single go before being replenished. Notably,
the materials flow in the forward direction while information is mostly in both ways.
The problem with this kind of agreement is that there is a tendency to miss out during
peak demands as the stock out rates escalate further. It is also difficult to predict the
future performance of the production.
(b) Waste forms
(i) Inventory waste
The raw material and in-process inventories are often tied with the production
process. In this case, in-process inventories could arise in the machine set up for the
car body hole-drilling and assembly points for the dashboard and suspension systems.
(ii) Delay in reworking parts
Due to higher number of defective parts, there will be a need to rework on the parts.
For instance, tolerance error resulting into missed insertion points. This makes the
quality team to return the part to the production floor hence more time is spent that
could be used to make other similar parts within the scheduled time. Resources are
also held during rework.

(iii) Excessive handling
This will arise if the final product has great number of assembly points. The parts are
produced in a zigzag fashion hence possible scenario including backtracking and
crisscross. This may lead to unnecessary loss in energy, space and more damages on
the semi-finished parts.
(iv) Defective parts
Some parts and subassemblies can result into malfunctions. For instance, the
electrical component that excites car lighting may have faults in functionality during
test. The quality team will have to send it back to the production and assembly
department for fault finding and fixing. This leads to unnecessary material handling,
space utilization and delay in the finished product hence longer lead times.
Table 1 shows the possible root causes of the identified waste forms and the action
for improvement.
Table 1: RCA analysis of the Waste forms
WASTE FORM ROOT CAUSE ACTION FOR
IMPROVEMENT
Inventory Production and layout Re-design of the layout to

problems like bottlenecks include flexibility
Delay in rework Inappropriate quality test
and tracking techniques
Reassessment of the
existing quality test and
tacking system and correct
the anomalies
Excessive handling Layout problems such as
not straight flow of
resources and materials
Redesign of the layout to
simplify flow of resources
and materials and minimize
wastes
Defective parts Poor workmanship;
Inappropriate machine and
equipment use
Regular trainings and skills
improvement for quality
and reliability; Replacing
old machines and regular
inspection for best
condition
(c) Production layout (existing )
Figure 2: The existing production layout
The elements of the production layout in figure 2
From the layout in figure 2, the location of equipment is within the press/tooling
department. The personnel operating between the shop floor and the offices can be
found on the North East side of the layout. This is a strategic point for continuous
Space for future expansion
Material Handling
Press/Tooling shop
Store
OFFICES
Paint shop
Plastics
hop
Gang
Way/
Trans
porta
tion
route

monitoring and evaluation of the plant and production operations. The in-process
inventory is shown using the arrows. Sometimes, the in-process inventory could exist
between departments for a multiple ways, that is, the part is worked on the 1st
department and then thrown to the next department before being taken back for
quality inspection after assembly. For example, the crash test is done in the
press/tooling department hence once the car is completely assembled it is taken back
for the test before being released into the market. The number of moves or
interdepartmental exchanges introduces the backtracking problem, a form of waste
per se. The raw material inventory is mostly found in the store on the North west side
of the layout. This is the entry point where all raw materials and semi-processed parts
are introduced into the system. The flow of materials and goods therefore takes a u-
turn with minimum crisscrossing. For example, the raw material entering the system
via the store is the car tyre and its associated tools and equipment. Others include
semi-processed windscreens, storage batteries, and cables among others (Kondracki,
Collins, Habbab, 2014).
It should be noted that the existing layout is not very efficient. It has layout problems,
bottleneck per se, so that it makes the production flow to be inefficient.

(d) JIT production flow
The JIT operates such that each bin represents a customer. Raw material feeds the
press/tooling department. As the flow happens, the pull is facilitated by a signal such
that if work-in-process goes below minimum requirements, bin 1 supplies the raw
material and assembly 2 finishes the production process. At any given time, materials
and semi-finished parts are allowed to flow only when they are demanded. There are
zero work-in-process inventories.
Raw material
Bin 1
Press/tool bin
Assembly 1
Assembly2

MANAGE THE OPERATIONS
(a) Supply Chain
In the above case, when the supplier supplies the raw material to the factory, 2 unit values
are added such that the quality and delivery times are in tandem with the minimum
requirements. If delay is realized, the value is slashed by half. Otherwise, in the next
Supplier Raw material inventory
Consumer
Producer
Quality

department, the raw material inventory is dispatched to the shop floor (based on the
minimum production planning and scheduling). The producer is expected to transform
the raw material into finished products within the right quality margins. Now, the quality
team confirms the same and if finished product passes the minimum quality standards,
then it is passed on to the customer. Otherwise if there are any rejects, then the value is
slashed by a certain percentage. Therefore, for every forward move between
departments, the value of the semi-finished product also increases. For example, in the
production of the car door; operations such as sizing the material, press forming, painting
and assembly are done such that the ability to function is increased with the addition of
the designated door features.
(b) Inventory Analysis
CASE A: Demand (D) per week = (500 to 1000 per week) Lead Time during replenishment (L/T)
= a number between 4 and 6 weeks Standard Deviation of demand during replenishment (SD) =
10%. Carrying cost (H) per week = a number between $10 and $50 Fixed cost of order (S) = a
number between $500 and $1000 Service Level = a number between 80% and 95%
(note that minimum order quantity criteria is applied):
Inventory Reorder Point (ROP)= lead time+ safety stock= 750+ 375.875= 1 125.875
Safety Stock = Z+LTxSdxDav=
Z= (80+95)/2= 87.5%
Dav= (500+1000)/2= 750
Safety stock= 0.875+5x0.1x750 = 375.875

Economic Order Quantity (EOQ= {2(usage x order cost/carrying cost} = {(2x500x500)/10}0.5 =
240
(c) Probability of Failure
For one of the production equipment pieces, determine its reliability based on a fictitious MTBF
Assume an MTBF of 6000hrs
Failure rate= 1/MTBF= 1/6000 = 0.o16%
Reliability = 1-failure rate= 100-0.016= 99.984%
P(t) = Exp{-t/MTBF} Assuming the failure pattern exhibited is exponential such as the bathtub
profile henc
= Exp{-5000/6000)= Exp(-0.833)= 0.434743
IMPROVE THE OPERATIONS
(a) Calculate OEE
OEE= Availability x Performance x quality
= 0.434 x 0.99984 x 0.85 = 0.3688= 36.88%
(b) Actions to improve OEE
There are actions that can be adopted to ensure the OEE is greatly improved. The
following are some of the techniques that can be used:
1. 100 % Machine Availability by integrating Preventive maintenance programs.

It is always important to continuously check the working condition of your equipment or
machine. Some machines, due to design and functional complexities, may require critical
planning for shutdown so that the action itself does not seriously hamper the production
performance. Availability is a key factor of OEE. These PM activities are done on regular
basis, be it daily, weekly or monthly. During this time, a number of areas requiring either
quick fixing or on-hold (noncritical but important) must be done. For example, in
ensuring machine and other equipments are in good working condition just before next
cycle; Proper lubrication and replacements where necessary can be done.
Secondly, on the issue of Quality, there are about two major facets involved that is
quality of workmanship and quality of machine/system. There needs to be up-to-date
real-time monitoring and evaluation tool for use in the tracking of these two facets. The
Quality of workmanship must be beyond reproach and this can be improved through
regular and specialized trainings conducted by fully qualified and experienced personnel.
Sometimes, quality of workmanship is affected by the safety scenario in the production
department. A safe working environment (or rather deemed-to-satisfy safety standards)
would often attract less work-related accidents. This can then improve the confidence of
workers hence boosting their focus and attention. Some of the attributes of poor
workmanship that could lead to a high number of rejects (in the products line) include:
tolerance error, semi-finished surfaces, sharp edges and mismatch in parts assembly and
insertions, malfunctioning of the various electronic devices like the mobile solar charging
device (as proposed earlier). To avoid excessive rework costs, it is important that the
number of defective items along the production line must either be seriously zero or kept

at minimum. Quality statements like this one: “At least aim at 1 defective per a 10 000
similar parts of the same design produced “. This can be a more realistic statement rather
than just stating zero defective items (in reality it is far-fetched). The workers are
therefore encouraged to practice continuous improvements as far as quality is concerned.
Notably, Continuous Improvement philosophy must be embraced by all workers within
the shop floor. The best strategy to ensure quality issues do not magnify along the
system, is for one to envisage the production line as a series of customers waiting for
their product hence at each stage of production, extreme high quality standards must be
maintained. In fact, the subsequent department should be given a right of rejection if the
semi-finished product does not “deemed-to-satisfy ‘the quality provisions.
Lastly, the other critical issues that must be considered include: bottlenecks, material
movements and inventory problems. The former is a major factor of low performance. It
often occurs at the points where manual work is included. An example of manual work
could be like hand assembling (without use of robots), pushing trolleys so that the pieces
can be dropped in the correct bin among others. All these actions impede maximum
utilization of the available equipment capacity. Besides, it contributes to holding-down of
materials that could be transformed into useful products within the wasted time (of
waiting). The layout redesign must consider closely linking departments that are
extremely functionally similar. Besides, operations that are a bottleneck must be replaced
with efficient ones or eliminated through restructuring of the entire production layout.
For high volume production of similar parts, the group technology manufacturing can be
justifiable. In Group Technology, this is where machines and equipment producing

family of parts (for example based on geometric profiles), can be grouped into one single
department and the workers just rotate the work-in-process till completion. For instance,
due to capacity constraints, the expected throughput may not be achieved by a drilling
machine per se. Therefore, if it makes economic sense to expand machine capacity by
purchasing similar ones, so be it. Additionally, energy efficiency standards must be in
place. Statements like this one: “always switch off lights when not in use” can seriously
change the fortunes of a company that was unable to manage its energy costs. Idle
machines must also be switched off. Materials movements are to be minimized via layout
restructuring to accommodate straight one-off movement (without backtracking).
Therefore, in a nutshell, all these actions if implemented collectively can greatly improve
the OEE of a plant or equipment.
(c) Assume for 10 000 parts produced, only 2 are defective for the two step process, with the
first process being Pressing and the next process is drilling operation.
(i) Performance Metrics Yield (defective)
= RTY x Yield defective = 0.24/100 x 2/10 000= 4.8x10-5 %
(ii) RTY (defective) is attained by considering the individual throughput yield for all the
processes (Citoolkit 2018). Hence RTY is determined as follows:
In step 1, TPY (defective)= (3+5)/2= 4% ( average percentage considered)

In step 2, TPY (defective) = (5+7)/2= 6%
Hence RTY for the two steps combined= 0.06x 0.04= 0.24%
(iii) Yield defective
Yield Defective= Number of defective items/ total items produced= 2/10 000= 0.02%
(d) Interpretation of Results
It can be seen that the RTY gives the largest quality metrics followed by the yield defective and
then performance metrics. The RTY provides an overview of the entire performance by
considering the individual process performance.
The performance metric depends on the RTY and the yield defective. This indicates that the
larger the values of RTY and yield defective, the smaller are the value of the performance
metrics. The above results show that the rate of producing defective items is very low given the
individual percent of defective items.
(e) Root cause of the problem : In the drilling operation, if centre holes are not accurately
located, there are offsets introduced which could lead to mismatches during assembly.
The 5-Why methodology is among the effective tools of establishing root causes. The table
illustrates the root cause(s) by using the 5-Why methodology and determines a suitable action to
eliminate/reduce the root cause:
The “Why” questions Answers Evidence Solution
Why did the centre Piece was not Mismatched Use lines of

hole not accurately
located
aligned assembly symmetry to
establish the point
Why did the centre
missed?
Piece was offset by
an inch
Wrongly drilled
holes
Correctly drill
holes
Why couldn’t you
correctly centre the
piece
The surface was not
plain
Uneven and rough
surface
Surfaces must be
even
Why was the surface
not plain?
The surface was not
aligned horizontally
Misalignments using
the misalignment
tool
Use the tool prior
to not after the
error
(f) Bottleneck in Operations
The major bottleneck observed in the layout was in the tooling department where parts had
to wait for longer periods. In TOC methodology, the following steps are applied:
1. Identify the System Constraint
The constraint identified is the longer waiting time in the tooling and pressing
department. Delay in processing holds up space and leads to economic losses

as semi-finished material attracts extra costs and increases the chances for
safety incident and damages.
2. Exploit the Constraint
The constraint can be exploited using the following options: increasing the
number of machines to eliminate the waiting time; restructuring the entire
layout to eliminate the inventory; or using Kanban system where production is
demand-driven hence in-process inventory are zero. The former is often
applied if and only if capacity issues are in the picture. The machines therefore
boost throughput performance.
3. Subordinate Everything Else
The focus is on the bottleneck identified. Actions that will eliminate it may
lead to consequences such as missed production cycles and missed
opportunities for sales among others. Nevertheless, the analyst must just focus
on eliminating the bottleneck and suppress the aftermath of the action taken.
For example, in eliminating the waiting time, the finished products inventory
may increase if demand does not increase as was expected.
4. Elevate the Constraint
The constraint must be elevated such that the proposed solution produces more
value in the long run. Aim at more value as the decision is being taken
otherwise the action itself shall be superfluous.
5. Iteration but Beware of “Inertia”

The entire process is repeated hence it is an iterative process. Subsequently, the
method produces more refined techniques that are applied to improve
performance of the system.
CONCLUSION
The report provided an operational analysis of the internationally known company: Tesla. The
paper summarized key operations in the company ranging from the production system to
operational sequence. Therefore, the purpose of the report was to uncover the operational
situation at the said company. It was realized that the existing system is faced with a lot of waste
problems such as delay of materials. Through various tools such as layout optimization
techniques, most of the problems were solved in a systematic manner. For example, it was
proposed that group technology concept be integrated in the layout so as to handle high volumes
parts that belong to the same family. Secondly, it has been realized that simple tools like the 5-
Whys and the TOC’s methodology can be greatly significant in analyzing most common
problems such as bottlenecks and other layout issues. The Kan ban system was also realized to
be an effective tool in production such that it is ‘Just-in-Time” this leads to shorter lead times
hence maximizing sales and profitability. Finally, a recommendation was made for the existing
layout to incorporate flexibilities as far as wastes are concerned. The existing layout is being
faced with a lot of problems such as backtracking and delays. Although group technology will
cost more to implement, it is the best option for high volume productions and gives more value
to the products as quality is greatly improved. Additionally, the concept of “just in time
“purchasing was also introduced. It allows the resources to be well utilized. A review of the
company shows that it is dedicated to attaining sustainable manufacturing through its operations.
The two environmental issues the company is hoping to achieve is minimizing the use of

traditional cars to minimize pollution levels and provide extremely comforting conditions for the
car users. From the marvelous show rooms, one can state that its marketing strategy is top notch
and unmatched. Therefore, combined with the said elements, the company will continue to grow
tremendously both in capacity and profits. Sustainable manufacturing has been discussed in the
report; it entails prudent input application including resources and time and recycling of the parts
material. Therefore, looking into the future, the company will have to undertake life cycle
assessment of the new proposed product to meet the identified need of the customers.
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