The Nantasket Glass Gasket, Straw Basket, and Wood Casket Manufacturing Company

The Nantasket Glass Gasket, Straw Basket, and Wood Casket Manufacturing Company (also manufacturing muskets)
Projecting out like a muscular arm on a peninsula south of Boston is the town of Hull, Massachusetts home to the Nantasket Glass Gasket, Straw Basket, and Wood Casket Manufacturing Company (hereafter referred to as NGBC). True to its name, NGBC manufactures a wide variety (over 100) of pre-engineered products, each of which is identified by a product#. NGBC sells its products to wholesale distributors throughout the world. Every sale is preceded by a sale-order from one of these customers. Customers are always assigned to a single salesperson who accepts their orders, but that sales employee is not directly linked to the order. Both sales orders and sales may contain multiple types of products. NGBC uses a dependent demand or JIT system to service customers and schedule manufacturing. The result of this demand dependency is that customers can see a view of the NGBC production schedule on-line that indicates to them when each of the products they have ordered are scheduled to be through manufacturing. NGBC manufactures all of its products from raw materials purchased from a variety of single-sourced vendors (that is, each type of raw material is purchased from just one vendor). Each finished product typically takes about 8-10 different types of raw material to manufacture, and the input of these raw material types into manufacturing is done in 10-20 raw-material-issue steps. Each issue may consist of just one type of raw material, and each issue is done by one line-worker. The actual manufacturing operations are accomplished in discrete planned steps called job operations, each of which is also done by just one line-worker. A production run is called a job, and all jobs have just one supervisor who is in charge of the run. Manufacturing jobs relate to just one product. Jobs may consist of multiple job-operations and multiple raw-material issues, but issues and operations relate to just one job. Raw material issues and job operations are both keyed on timestamps, and production runs are keyed on batch#. When a job is completed, its product quantity-on-hand is updated, thus enabling shipping of sale products on the promised dates. There is no link between jobs and sales. There are two categories of manufacturing employees: (1) line-workers who are paid hourly, and (2) supervisors who are on salary. These categories do not overlap. ALL manufacturing jobs at NGBC are governed by scheduled production orders (identified by a production-order#) that have required components of multiple scheduled issues (identified by a scheduled-issue#) and multiple scheduled operations (identified by a scheduled-operation#). Each scheduled issue relates to one type of raw material. Production orders are initiated by the factorys team of supervisors who meet each afternoon at 1:00 to see what new sales orders have arrived from customers in the last 24 hours. That team then adjusts the companys portfolio of scheduled production orders to insure that all sale orders are shipped on time. This scheduling process involves inserting

new orders into the database throughout the afternoon. (You may assume for simplicity sake in this problem that existing production orders are neither deleted nor adjusted. Also, dont worry about how the production scheduling actually gets accomplished; you may assume some sophisticated software is used to aid the production team). A single supervisor on the team (not necessarily the same person who supervises the resulting job) is responsible for each new production order. Because scheduled issues and scheduled operations are required to be bundled as part of a production order, those less-granular commitments do not have connections to any employee. Actual production runs are assigned a batch# at inception, which means that these entities are inserted into the database before actual issues and operations commence. All issues and operations relate to just one commitment, and these factory commitments relate eventually to at most one event, although there are (somewhat rarely) commitments that go unfulfilled. Each product type at NGBC is given an engineered set of issue-types and operation-types needed to manufacture one unit of that product. These types relate to just one product. For factory scheduling and planning, the responsible production-order team first looks at the per unit needs for materials and labor. Then, they designate a scheduled quantity of raw material for all issues and a scheduled amount of time for all job operations. NGBC also uses a JIT (just-in-time) system for acquiring raw materials, so they actually keep very little safety stock. Scheduled issues can be instantiated in the database throughout the afternoon as the production team adjusts its scheduling. But at 11:00 p.m. each night, all new scheduled issues are batched processed and grouped, first by vendor and second by due-week. Each weekly grouping then results in an automatic purchase order being cut to that vendor, usually for multiple types of materials. All vendors have an assigned buyer, but the purchase orders are not linked to that buyer, only to the vendor. Buyers service multiple vendors. Shipments are always received on Mondays, and they can cover multiple purchase orders; however, each order relates to just one shipment. The JIT system means that all raw material issues for the week are enabled by the Monday receipts, so NGBC does not directly link shipments to issues. On some breakage and spoilage occasions, there are on-the-fly shipments not covered by orders, but these are a relatively small percentage of receipts.

REQUIRED: Using the data items listed on this page and the next page, construct an annotated E-R diagram (entities, relationships, participation cardinalities, keys, and attributes) for NGBC. Make sure you have good reasons for putting model components in or for keeping model components out. Please stick to the simplifying assumptions given on the prior page. With the exception of posted keys, please do not add or delete items from this list. Some attributes may be used multiple times. -minutes-of-employee-time-needed-per-product-unit -employee# -standard-sequence-for-operation -wage-rate-for-line-worker -batch#

-salary-for-supervisor -due-week-for-purchase-order

- time-spent-by-employee-on-operation -employee-date-of-birth -description-of-this-issue-type -present-count-of-employee-type -projected-finish-date-for-job -employee-type-for-issue-type -to-date-labor-cost-of-job

-product-price

-employee-type-name

-job-finish-date -scheduled-sequence-for-operation -employee-type-for-operation-type -operation-type# -product-QOH -scheduled-date-of-issue -product#-for-this-issue-type -scheduled-operation#

-raw-material-QOH

-projected-total-material-cost-for-batch -to-date-material-cost-of-job -projected-total-labor-cost-for-batch -scheduled-issue# -type-for-this-job-operation -actual-sequence-of-operation -production-order#

-type-for-this-raw-material-issue -product#-for-this-operation-type -product#

-projected-final-quantity-of-product-for-job

-scheduled-quantity-of-raw-material-issue -issued-quantity-of-raw-material -actual-quantity-produced-of-product -quantity-of-raw-material-per-product-unit -raw-material# -line-worker-for-issue -issue-type# -scheduled-time-length-of-operation -supervisor-employee#-for-production-order -issue-timestamp -operation-timestamp