Comprehensive Operational Engineering Report: Tesla Motors Analysis

This report provides a comprehensive analysis of Tesla Motors' operational engineering, focusing on the design of a recycling plant for lithium-ion batteries. It explores various aspects of Tesla's operations, including production, supply chain management, and the environmental impact of its products. The report utilizes tools such as Bono's six thinking hats, value stream mapping, and JIT production to assess and improve operational efficiency. It examines key challenges like lithium mining and battery recycling, proposing solutions to enhance sustainability and reduce environmental impact. Furthermore, the report delves into managing operations through supply chain optimization, determining reorder points, economic order quantities, and safety stock levels. It also explores operation improvement techniques such as Overall Equipment Effectiveness (OEE), Rolled Throughput Yield (RTY), and the 5-Why methodology to identify and address operational inefficiencies. The report concludes with recommendations for Tesla to improve its operational and environmental performance.

Operational Engineering.1
OPERATIONAL ENGINEERING
By
Course
Tutor’s Name
University
City/State
Date

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Table of Contents
List of figure……………………………………………………………………………………4
1.0 EXECUTIVE SUMMARY.................................................................................................5
2.0 INTRODUCTION...............................................................................................................6
3.0 DESIGNING A RECYCLING PLANT FOR LI-IO BATTERIE.................................7
Bono’s six thinking hat.............................................................................................................7
The white hat (Facts)................................................................................................................11
The yellow hat (Optimism).......................................................................................................11
Black hat (Judgment)................................................................................................................12
The red hat (Intuition)..............................................................................................................12
Green hat (Possibilities and alternatives)...............................................................................12
The blue cap (Control mechanism)........................................................................................13
DESIGN REVIEW 4.0 CHECKLIST...................................................................................13
5.0 Design the operation….……………………………………………….….14
Quiz a; Construct values stream map…………………………………….…14
Production recorder shift from the above figure..................................................................16
Proposals and future consideration of the state mapping....................................................16
Quiz b; wastes identified in the organization.........................................................................16
Quiz d; construct a JIT production flow................................................................................17
Quiz c; Production layout plan................................................................................................18
Production process.....................................................................................................................18

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6. MANAGING THE OPERATIONS.....................................................................................20
Quiz a; construct a Supply chain............................................................................................20
Quiz b; determine the ROP, SS, and EOQ..............................................................................21
Reorder point.............................................................................................................................21
Economic Order Quantity (EOQ.............................................................................................21
Safety stock................................................................................................................................22
Quiz c; determine the MTBF..................................................................................................22
Reliability based on a fictitious (MTBF)……………………………………………………22
7.0 OPERATION IMPROVEMENT……………………………………………………….22
Quiz a; determine the Overall Equipment Effectiveness (OEE)………………………….22
Quiz b; Production recorder shift from the above figure....................................................23
Quiz c; Factors to improve its OEE…………………………………………………………24
Quiz d; Result interoperation………………………………………………………………24
Quiz e; Rolled Throughput Yield (RTY)………………………………………………….25
Quiz f; the 5-Why methodology…………………………………………………………….26
Quiz f; Counter measures………………………………………………………………….26
Quiz f; the fictitious constraint……………………………………………………………27
8.0 CONCLUSION.................................................................................................................28
List of references.....................................................................................................................30

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List of figures
Figure 1 white hat………………………………………………………………………………..8
Figure 2 yellow hat……………………………………………………………………………….9
Figure 3 blue hat …………………………………………………………………………………9
Figure 4 red hat ………………………………………………………………………………….9
Figure 5 green hat ........................................................................................................................10
Figure 6 blue hat ……………………………………………………………………………......10
Figure 7 check list ………………………………………………………………………………10
Figure 8 value stream map …………………………………………………………………….14
Figure 9production record shift ………………………………………………………………..17
Figure 10 JIT…………………………………………………………………………………….17
Figure 11 production layout plan………………………………………………………………20
Figure 12 supplu cahain………………………………………………………………………...22
Figure 13 Production record shift……………………………………………………………..25
Figure 14 Five Y methodology..………………………………………………………………..29.

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1.0 EXECUTIVE SUMMARY
This is a report in this research project, which builds on knowledge on the issues surrounding
production, supply, demand, and operations involved in Tesla motors. This report contains
several findings on different case studies undertaken into the working of this company regarding
the production of environmentally friendly products, its success as a monopoly in the electric
vehicle market and availability of gaps in the day-to-day operations of this electrical motors
company. This case study includes the advancement of previous findings on prior case studies
and data from own conclusions.
Foley, Y, (2016) reveals that, Tesla Inc. formally known as Tesla Motors was founded in 2003 as
a company specialized in electric vehicles and solar panel manufacturing founded by Marc
Tarpenning and Martin Eberhard. It operates multiple production plants and assembly points and
is involved in the production of lithium-ion batteries and battery packs for Tesla vehicles and
energy recharge and storage products.
Depletion of the ozone layer and environmental pollution remains highly associated to petrol
fueled machines and other traditional fuels, and therefore the introduction of vehicles that use an
alternative source of power to the aforementioned harmful fuels is a huge success to the
environment. Tesla, thus, deals in the production of clean energy technologies. In relation to
Shafiq, M and Al-Awami, EL, (2015), this electric vehicle company is an innovative and
impactful company.
By focusing their operations on tackling climate change the Tesla Inc. has capitalized on the
recent swell in interest around the environment topic (Hardman, N. et al. (2015 pg.1630).
Besides, they have performed exceptionally well financially as their stock price has gradually
increased tenfold over the past ten years. Recent case studies, however, show that in as much as

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the Tesla company is dealing in clean energy some of its operations and end products are
profoundly harmful to the environment. This, therefore, provides gaps in the Tesla operations
where they could more to achieve a higher level of success in their mission towards
environmental sustainability.
The gaps associated in this study are:
1. Over-excavation of lithium in the deserts of South America and Australia which increases
the use of dirty electricity such as a lump of coal since mining is an energy-intensive industry.
2. The inability of recycling lithium-ion batteries compared to lead-acid batteries in gasoline-
powered vehicles therefor a projection of 11m tonnes of lithium-ion batteries might need to be
discarded between 2018 and 2030.
In conclusion, Tesla Inc. is out to do well regarding environmental sustainability and prevention
of degradation of natural resources. This is through the production of environmentally friendly
fuels to power vehicles. However, the ecological impact of its lithium-ion batteries should
remain examined and mitigated. This report recommends that Tesla work to provide renewable
energy at the lithium mining sites and invent ways of doing onsite recycling of their lithium-ion
batteries by thinking ahead on when the first bunch of their cells reaches their end of life.
2.0 INTRODUCTION
Engineers who stayed focused on eco-friendly powered vehicles initiated Tesla in 2003. They
believed that electric cars could be environmentally better, quicker and more affordable
compared to gasoline vehicles. A company endeavours to generate and store scalable clean
energy that will eventually lead to a zero-emission future. Chenand Perez, A. (2017) evaluates
that the engineers behind this sustainable energy firm are Marc Tarpenning and Martin Eberhard
whose initial mission was to increase the arrival of bearable convey by inventing mass-market

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electric cars as soon as possible. Apart from these lithium-battery powered vehicles, Tesla
ensures a sustainable energy system by producing a different form of other energy outcomes.
Ivanaj,M. et al (2015 pg.16) believes that Tesla’s first invention was the power train in 2008,
which was at that time a cutting-edge battery technology. From there, they advanced to their first
car, the Model S that was the best car in its class in every aspect. They later moved on to the
Model X and the Model 3 which combine both sporty looks and affordability.
The Tesla has increased its customer database gradually since its car prices have steadily been
lowered to accommodate all people of all social classes hence having a vast range of customers
from eco-minded millionaires to middle-class citizens. The company has an own factory, the
Gigafactory 1 which reduces battery cell costs by producing battery levels required to meet the
objectives of the company while creating thousands of employment opportunities.
Tesla mines its lithium from Australia by crushing rock and sending it to China to get processed.
Lehmann, J. and Joseph, M. (2015) reveal that this mining process is energy consuming, and
now fossil fuels are being used to extract this lithium, which is adversely affecting the
environment. Therefore, this report seeks to fill such gaps through a designing a product that can
do more to reduce the impact of the lithium mining by providing renewable energy at the mining
sites or the availability of any other emerging energy storage technology with a less effect on the
environment.
https://www.tesla.com/about
3. DESIGNING A RECYCLING PLANT FOR LI-IO BATTERIES
Bono’s six hat
Liu, P. et al. (2014 pg.2016) evaluates that one of the challenges facing electric vehicles by Tesla
is the amount of lithium-ion batteries that are going to remained realized to the end of their

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operating capability of these vehicles. The cells are going to be very many, and without an eco-
friendly form of their disposal then Tesla will fail to achieve environmental sustainability. Literal
disposal of these batteries is not an option if ecological sustainability is to remain achieved and
therefore these batteries need to be recycled.
In the past recycling of these batteries has been uneconomic because of the complexity and low
yield of recycling material. Before Tesla, production of Li-ion batteries was low, and therefore
recycling could not pay for the labor involved in the recycling process. However, after a
successful massive production of vehicles powered by Li-ion batteries then the need to recycle
these batteries is a necessity. Also, the higher the number of the cells produced then the more the
recycling of the cells becomes economic.
Truong.Y. et al. (2016 pg.14) argues that the boom of electric vehicles has led to a parallel
increase in lithium making the lithium-ion battery recycle potentially profitable. Therefore, by
designing this project, the report will contain assessments of a possibly working lid-ion recover
plant and the levels of success this plant might achieve if it were to be set in motion. Using the
De Bono’s six thinking hats this product will be assessed for more productive, focused and
mindful involvement (Gianeselo, Ivanov, & Battini, 2017, p. 230).
1. The white hat (Facts)
Figure 1 white hat (source: http://www.ideenfindung.de/id-6-thinking-hats.html)

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The current process of recycling these batteries would involve storage, landfill, and
hydrometallurgical processes or burn off the cells in smelters. Several countries are passing
federal regulations on the need to recycle.
2. The yellow hat (Optimism)
Figure 2 yellow hat ( source: https://www.anntardy.com/to-think-differently-wear-six-
thinking-hats/)
Hess V., and Andiola, U, (2017) insist that unlike in the past, retrieval of the important elements
in a dead Li-ion battery is profitable enough for paying for labor and even retaining some profit.
Secondly, we need this to ensure environmental sustainability. Besides, this process helps to
decrease the amount of mining for the lithium. Lastly, this opens up new firms and new job
opportunities.
3. Black hat (Judgment)
Figure 3 black hat (sources: http://www.haleystrategic.com/hsp-thinking-cap-hat-
adjustable)
According to Sovacool, M. et al. (2017 pg. 240), lithium recycling from Li-ion batteries is
uneconomical if done on a small scale. Secondly, the lithium recycled is quite little. Thirdly, the
cost of recycling compared to mining is three times higher. Lastly, this process doesn’t assure a
hundred percent recycling of all the lithium in the battery.

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4. The red hat (Intuition) (sources: http://www.haleystrategic.com/hsp-thinking-cap-hat-
adjustable)
Figure 4 red hat (source: http://www.ideenfindung.de/id-6-thinking-hats.html)
Doyle, G. and Muneer N., (2017) opine that, I feel that profitability will depend on the scale
venture, whether small or large scale. In the end, however, recycling will be a requirement for all
the Li-ion batteries produced. I would recommend recycling to mine.
5. Green hat (Possibilities and alternatives)
Figure 5 green hat (sources: http://www.haleystrategic.com/hsp-thinking-cap-hat-
adjustable)
The alternatives to recycling of lithium are mining and disposal. Both the other options are not
entirely eco-friendly.
6. The blue cap (Control mechanism)
Figure 6 blue hat (source: http://www.ideenfindung.de/id-6-thinking-hats.html)

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Several countries are stipulating control and federal regulations towards recycling of these
batteries, and therefore governments might chip in to subsidize these processes to ensure the
profitability of the entire venture since it is environmentally sustainable.
4.0 DESIGN REVIEW CHECKLIST
REGULATORY ISSUE COMMENTS
What is the legal requirement for treatment of
end life vehicles?
Currently the requirement is not shared by all
countries but environmental sustainability has
been stressed
Does the government support lithium
recycling?
Yes it does
Is it a legal procedure or is it illegal It is not constitutional
GEOSTRATEGIC ISSUE COMMENTS
Is lithium production on the rise? Yes, gradually
What is the availability of lithium in the long
run?
A lot of mining is being done therefore a
projection might be needed
What is the expense of recycling versus
mining?
Mining is quite cheaper
ECONOMIC ISSUE COMMENTS
Is there an alternative use of these dead
batteries?
None available yet
What is the economic feasibility of recycled
lithium?
Not very profitable since it is not recycled in
large amounts
Is the cost of recycling the lithium profitable? In large scale

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THE RELATED VALUE CHAIN COMMENTS
Is recycling of lithium industrialized? Gradually being industrialized
Is there cooperation between infrastructure,
producers, consumers and stakeholders of
recycled lithium?
There is no massive recycling yet
What is the economical benefit since
implementation of this plant does not meet any
market demand?
Has more environmental benefit
STAFFING COMMENTS
What is the qualification? Battery engineers
What is the number of staff needed? Depends on the size of the firm
Is the venture profitable enough to pay for
labour?
In large scale
FUNDING COMMENTS
What are the sources of funding? Stakeholders and investors
Will the government subsidize operations since
it is an eco-friendly move?
Pending
Is the venture profitable to retain earnings? In large scale
Figure 7 check list li-io battery checklist (Source: personal drawing)

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This design review checklist concludes that implementation of this plan could lead to enormous
economic and more so environmental benefit since it reduces disposal of the li-ion batteries.
However, this plant should remain implemented under advisement from the government, its
projections and various stakeholders in the li-ion batteries industry.
5.0 DESIGNING OPERATIONS
Quiz a, construct a Value Stream Map

Production control
Supplier
Customer
Process A Process B Process C
Shipping
Inventory location A
B C
Information flow
Information flow
1202
733
Weekly orders Monthly order
Material
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Production recorder shift from the above figure
Item Data (information recorded)
Length of shifts 6 hours(360mnts)
Available breaks 1 (30mts) and 1(30mnt)
Available downtime 45mnts
ICT 1 sec
TC 10,000
RJ 400
Figure 9 table showing the production record shifts from the value chain stream mapping. (
Source personal drawing)
Quiz b; identify the wastes in the organization
I. Unnecessary time wasting thus remains viewed to be almost 25% of the total time of
working remains wasted in the process of the transport maintenance. For instance, the packaging
department is wasting time while maintenance of the care is ongoing. Again, the shipping
department is wasting their time while shipping their products.
II. Pushed production as a result of weak communication channel in the organization, thus
contributing to increased inventory expenditure. For instance, the communication poor between
production department, the shipping department, and the communication model deployed in the
organization
III. High investment of inventories that included in both process and output between the
disintegration which on the other hand increased manufacturing lead time. For instance, the there
is more investment in the rubber and glass products as compared to the production part of the it.

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More input remain spent while the organization experience low output which make a negative
impact to the organization.
IV. Absence of the well and organized production planning departments, there is no stable
planning and control department as more of the product id produced while less of it remains
distributed to the market. Again, there is numerous period of breaks of the machine which lead to
lower production of the outputs.
Quiz c; Proposals and future consideration of the state mapping
Recommendation 1: perform the weekly operation for purchasing of rubber and glass so that it
maintains the inventories for a week to produce the product
Proposal 2: Bohnsack, G. et al. (2014 pg. 290) argues that make sure that the organization does
away with emergency orders to avoid confusion in the organization and create a portal that
customers can order for a product within one week.
Proposal 3: For production and distribution, a systematic system that deploys pulling
productions should remain implemented for effective delivery of the raw material.
Proposal 4: the industry should increase the production process so that they reduce the initial
inventories and increasing the outputs.
Proposal 5: create a department that is responsible for creating the quality control and planning
process in the organization.
Proposal 6: take time to create the analyzing department of the stocking station with the
consideration of the time, quality and process of production.
Proposal 7: invest in high technology that is responsible for packaging to avoid unnecessary
time wasting among the production department and the packaging department.

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Proposal 8: Ramanujam, H. et al. (2017 pg. 230) evaluates that the manager has the
responsibility of developing a new communication channel that will be able to overcome the
problem of pushed production in the organization. I recommend the organization to use either
vertical or horizontal form of communication in the organization.
Quiz d; construct a JIT production flow

Storage A
Assembly line
Production region
Storage
A
PK
WK
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Figure 10 drawing illustrating the Just In Time production flow. ( source: personal
drawing)
Just in Time model is working methodology that id deployed in the various organization to
ensure that a well active time from the suppliers and the clients remains maintained. Shaffer,

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K.U. et al. (2017 pg.50) asserts that it is necessary for the organization to ensure that the JIT
model stay well established since it helps the manufacturing industries to organize control
variability in their production. Ansari et al. (2015 pg. 270) asserts that, this remains to be an
important action since this methodology stays dedicated to increasing productivity while
reducing costs. As shown in the above model, there is an option of the withdrawal kanbal
channel that ensures that the production is high while the resources used for production is
lowered. Therefore, this crucial, methodologies have offered a critical role in the achievement of
Tesla Motors to occupy a higher percentage in the market share platforms in the worlds (Lorenzi
& Silva, 2016).
JIT is a useful model that tends to constitute to the ordering and supplying of the the production
the production system warehouse. JIT ensures that tends to deploy this particular model to ensure
that they particularly deliver the product to the production floor so that they can reduce or
maintain the zero cost of production, which includes the inventories. In that regard, the ideology
of implementing the JIT model in any organization remain triggered to ensure that it reaches the
zero model of production in the line of cost and inventories. Implication of the output quantities,
design planning, production planning, and supply and but relationship tens to be one of the vital
aspect that must be considered for this model work suitably.

Work canter
Work canter
Work centre
Storage
Receiving
Shipping
Storage
Storage
Work centre
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Figure 11, production layout of Tesla motors (source: personal drawing)

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6. MANAGING THE OPERATION
Quiz a; construct a Supply chain
Supply chain is one of the remarkable production strategies that remain deployed in the motor
production industries. Tesla Motor has developed a strong and cohesive supply chain that has
facilitated to its massive profit gain in the current market platform. Therefore, below is a new
car branding supply chain that has helped this organization to bit its fellow competitive rivals
(Pha, Heine, Temime, & Porte, 2016).
An improved supply chain tends to increase superiority of organizational operations, which tends
to offer superior position of that particular organization in the market sphere that it is operating.
A defensible explanation for that line of thinking is that, supply cahian happens to work
effectively by ensuring the efficient customer response remains created. In marketing, ECR is
vital because it tends to create a reasonable understanding between the demands of the clients
and quickly apply for the product assortment strategies.

Car buyers
Assembly plant
Dynamic cash flow Dynamic cash flow
Commodity and model
suppliers
Gm car part suppliers
Dynamic cash flow
Dynamic cash flow
Car dealers
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Figure 12 canvases showing the Supply chain. (Source: personal drawing)
In the above model, the main four elements are the integration, operation, production and
information. Integration tends to include the ideology of planning of the activities that remains
carried out in the organization. This concept is vital as it finalise the strategic planning of the
organization. On the other hand, information is the model of communication that that remain
deployed in the industry. It is clear that if there is a continuous flow of information there is

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possibility the industry is luckily to achieve its goals and objectives. Additionally, for an
organization to function effectively there is need for the organization to maintain at the optimum
level of the inventories.
Quiz b; determine the ROP, EOQ, and SS
Reorder point
Reorder point is the concept that remains deployed in the field of operational management to
refer to the quantity that happens to reflect the level of inventories in an organization (Moritz,
Redlich, Krenz, Buxbaum-Conradi, & Wul, 2015). Therefore, ROP = daily spent * lead time
= 500* 5
ROP= 2,500
Economic Order Quantity (EOQ)
Rothaermel,S. (2015, pg 49) opine that, Q is the notion that stays deployed in the marketing in
line of production to represent the determinant of the order quantity that happens to balance with
the order cost.
Therefore, Q = √ 2∗D∗s
H ∗C
Q= 2*500*500/ 30*400
Q= √ 416.667
Q= 20.4124
D: demand
H: holding C
S: Fixed C
C: unit C

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Safety stock
Bonges. EL. and Lusk, W, (2016, pg 65) reveals that safety stock is a notion that remains
deployed in this field to figure out the small emergency that suppliers can war chest in their
operation. Therefore, in that point of view,
SS= High daily spent* lowest LD) minus (summation of DU* summation of LT)
SS= (1000*6) minus (750*5)
= 6000 – 3750
=2250
Quiz c; determine the MTBF
Reliability based on a fictitious (MTBF)
Bakker.Z. et. al (2015, pg 256) asserts that MTBF is the concept that reveals the total possibility
of a device not working to the expectation of the that particular device putting into consideration
the total time that the device is supposed to work. In that a regard, MTBD= T/R where T is the
total time that a device is expected to be working while R is the total number of failures
(Wesseling, Farla, & Hekkert, 2015).
MTBF= time (144)/10
= 14.4 hours/failure
7.0 OPERATION IMPROVEMENT
Quiz a; Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness is the defined production process that remained measured
during a defined operative period.
Therefore, OEE= availability* performance* quality
But, availability = RT/ planned period of Tsec

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And RT= planned time minus stop period
And performance= (TC/RT)/ IRT
And quality = Good C / TC
Production recorder shift from the above figure
Item Data (information recorded)
Length of shifts 6 hours(360mnts)
Available breaks 1 (30mts) and 1(30mnt)
Available downtime 45mnts
ICT 1 sec
TC 10,000
RJ 400
Figure 13 table of production record shift. (Source: personal collection)
Therefore,
PPT= SL-B
360- 60 = 300
Run T = 300- 45 = 255
Good count = TC minus RC = 10000 minus 400
= 9600
Availability = RT/PPT
= 255/ 300 = 0.85
Performance
= (ICT * TC)/RT

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= (1*10000)255
=39.22
Quality = GC/TC
9600/10000
0.96
Therefore,
OEE = Q*P*V
= 0.96*39.22*0.85
= 32.00352%
Quiz b; Factors to improve its OEE
In order to improve OEE, the following proposal will help this ideology.
1: Proposal, the organization should create the concept of prioritize inform of manufacturing
asserts.
2: proposal, manage to connect OEE with the working machine conditions for monitoring of the
business system.
3: improvement proposal, ensure that the working environment is favorable for the asserts and
individuals too ( Olang, U and Esteban,. A, 2017).
4: to improve OEE production, ensure that the industry is performing continuous predicative
maintenance.
5: improving proposal, understand the components of OEE and optimize the working formulae
for effective production thus improved OEE productivity.
Quiz c; Rolled Throughput Yield (RTY)

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Case 1,
In the first step, I will assume that I have 50 parts and five of the parts were defective, by making
recap it yield 90%
In step two, I also have 90 parts and 10 of them are defective recapping 88%
By doing the mathematics, 0.9*0.88= 0.793
Case 2
This a method that is used to calculate the probability that process that is picked from step one
will yield more defect that that remains to be a free unit. For instance, assuming that the first step
produced RYT of 5% and the next step produces 7%, therefore RYT = 5%*7* to give a
composite yield of the day which is,
= 35%
Quiz d; result interpretation
Therefore, from the above calculation, the figure above simply represents how this production
line is performing in the process. DiOrio, W. et al. (2015 pg. 56) opines that this figure also
narrows down to represent the concept of opportunity as the lean and six sigma practitioners.
Technically, managers base their judgment on this ideology so that they keep their organization
in safe side of their operation side. A reasonable explanation for this line of thinking is that, RTY
remains used to keep an organization in the true pulse of the industry.
Quiz e; the 5-Why methodology
The 5-why methodology is a model that is used mu diverse organizations to epitomize the six
sigma DMAIC.
Quiz f; Counter measures
 Overcome human errors

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 Educate people on the safety measure of our products
 Conduct critical advertisement of our product by providing clear service chatters on the
offers that we offers on our clients
 Produce new and unique products in the market that will capture the market attention thus
retaining our clients
 Provision of incentives on the workers and motivation so that employees can be happy
and perform their duties to the fullest. By so doing workers will maintain their working
conditions thus high profits benefits as the firm will be meeting its goals and objectives.
Problem
Human error
Why

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Figure 14 Five Y methodology figure, (Source: personal collection)
Quiz f; The fictitious constraint
According to Naor,W. et al. (2018 p. 1219), a fictitious constraint describes the limiting factors
that are typical to hinder an organization’s performance. It can remain viewed as an obstacle to
the performance of the organization. For that matter, in the case of the Tesla Motors industry, the
main fictitious constraints were the packaging department. There is a lot of time wasting in the
packaging department thus hindering the organization to transport the expected products per day.
People are dying overriding
People are avoiding our products
We are running out of the market
We are dragging back
Why
Why
Why

Operational Engineering.30
By deploying, the TOC’s five focusing steps the following steps remained developed to
overcome the constraint (Voigt, Buliga, & Michl, 2017).
i. Identify the obstacle
The restriction was the packaging department. There was a lot of time wasting in the packaging
department.
ii. Optimize the packaging department
Nykvist, A and Nilsson T.R, (2015) shows that before adding more capacity in the department,
there is, need to utilize the available capacity. By optimizing means merely doing everything to
ensure that, the constraint remains being used to the fullest capacity
iii. Subordinate the packaging department
The role of the other department is to engage the restraint to decision making so that they can
influence their performance.
iv. Evaluate the packaging department so that the weak points can remain identified and
rectifies with immediate effect to overcome low production.
v. Return to step one, which is assessing the packaging department (Shafiq, Akram, & Al-
Muhaini, 2016).
8.0 CONCLUSION
In a nutshell, based on the information that remains collected for this case study, we can easily
conclude that Tesla Motors continues to be one of the remarkable innovative company that has a
sustainable mission of overcoming global warming. The empirical study that was covered
reveals that Tesla is an Echo social company that is dedicated to maintaining its environment
while it still makes million dollars as their profits. It is clear that its contribution to the
innovation motor industry is significant. According to the various journals that remain reviewed,

Operational Engineering.31
they show that Tesla Motor is a kind of a company that is the sustainability of their environment.
Again, they are sound of their clients’ safety, and also provide and encourage excellent health
insurance covers to their workforce while working on their firms. Despite the fact Tesla has not
made much of the profit in the motor industry platform, it remains to be the first ranked
revolutionized industry in the world. For that matter, other company such as Toyota have started
making hybrid vehicle from this company to prove how transformed the organization is.

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List of references
Naor A, Bernardes M, C. and Druehl El, 2018. Servitized Enterprise Model Innovation for
sustainable transportation: gap. 6th ed. Guardian : Journal, 170, pp.1219-1230.
DiOrio O, Dobos U, and Janzou Y, (2015). Economic optimization empirical study of battery
energy 5th ed. Denver, CO, USA: National Renewable Energy Laboratory.
Bohnsack W, Pinkse K and Kolk EL, 2014. Business models for sustainable technologies: 6th ed.
Chicago: Research Policy publication, 43(2), pp.284-300.
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