Toccoa Mill

case study of toccoa mill. i want to see the case study of toccoa mill the mill is dealing with pulp and paper

there many problems in machine no 5 and machine no61. Identify and discuss the main initiatives that Roger Bloemen could put in place to achieve both the short-term cost savings and the longer-term supply chain performance improvements desired by The Scotts Company. Following on from your analyses, outline and prioritise your recommendations, and highlight any possible implementation issues that you foresee. Preface your report with an executive summary 2. Analyse, quantify and make recommendations with regard to the financial implications of proposed investment in computerization , using models and concepts introduced within the management accounting component of the module.

I will like to see the managerial report of toccoa mill The process for scheduling the sequence of products on the machines (primarily #6, since #5 ran market pulp full-time) was a rather complicated one (see Exhibit 3 for a simplified list of the process steps). When the mill was purchased by Southern, almost all planning was moved to the corporate headquarters in Birmingham, Alabama. Because all sales and marketing personnel were based in Birmingham, Southern felt it made sense to have the production planners there as well. They felt this would ensure that customer and business priorities were considered when scheduling production. Unfortunately, this did not always mean that the schedule was even close to facilitating low cost, smooth production runs.

Southern Pulp and Paper had never owned a newsprint or communications paper mill. Until the Toccoa acquisition, Southern had specialized in market pulp, which looked like bales of paper but was in fact pulp prepared for re pulping by other paper producers. Such producers were not part of a " fully integrated" mill (i.e. a mill with a pulping plant) and therefore had to buy pulp on the open market. Southern had done well in market pulp over the years but moved into bleached board products with the purchase of the Toccoa and Crawford mills. These products traditionally contributed higher and more stable profits over the business cycle than market pulp.

Bleached board products were sold in rolls to producers of paper cups, plates, cartons, and other products requiring a bright white finish. The paper going into these products was not produced using dramatically different processes from market pulp, but the quality specifications were tougher and product complexity was greatly increased because of the downstream operations.

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