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instructions from B&L Inc. as to which SKUs B&L Ireland was to be
responsible for assembling. The production budget was designed
to identify the resources (i.e., the necessary personnel and
sunglass parts) required to meet the production plan. The next
stage of the production planning process was to prepare the
production forecast. That occurred approximately three months
prior to the planned production and allowed B&L Ireland to order
the necessary sunglass parts from B&L Inc. and B&L GmbH in time
to begin the required production. The next phase in the produc-
tion planning process was to prepare a production schedule that
occurred one to two weeks in advance of actual production. The
production schedule was prepared by the production supervisor and
the materials supervisor and was based on what parts and produc-
tion personnel were available at that time to meet required
production as set by B&L Inc. Manufacturing orders were issued
from the production schedule. The manufacturing orders specified
which SKU of sunglasses was to be assembled. Based on the
manufacturing order, parts were issued to the operator (viz., the
assembler) so that the assembly process could begin.
B&L Ireland was responsible for hiring its own production
personnel and for negotiating union contracts for its sunglass
assembly operations. B&L Ireland also retained outside consult-
ing firms (1) to develop a job evaluation system for determining
the relative level of skill required to perform the various
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