5 Questions
Develop a traditional production plan for the order given with the details provided.
A traditional production plan for the order would involve planning the manufacturing of each type of shelf according to the weekly production requirements and ensuring timely delivery within the week.
What are the differences between push systems and pull systems in terms of inventory, deliveries, lot size, setup runs, vendors, and workers?
Push systems involve pushing inventory based on forecasts, while pull systems respond to actual customer demand. Push systems often have larger lot sizes, while pull systems use smaller lots. Push systems require more setup runs than pull systems. In push systems, vendors are chosen based on forecasts, while pull systems work closely with fewer vendors. Workers in push systems may have less flexibility compared to pull systems.
What changes are required for implementing a JIT system in the Defence University, College of Engineering machine shop?
Implementing a JIT system would require reducing setup times, establishing a smooth flow of materials, minimizing inventory levels, improving production flexibility, enhancing quality control measures, and fostering closer collaboration with suppliers.
Identify and differentiate between Value-Added (VA) and Non-Value-Added (NVA) activities. Explain the significance.
Value-Added activities directly contribute to product/service transformation, while Non-Value-Added activities do not add value to the final product but are necessary due to regulations, safety, or company policies. Eliminating or reducing Non-Value-Added activities can optimize operations and improve efficiency.
Explain the benefits of establishing a process flow and outline steps to achieve a streamlined process flow.
Establishing a process flow reduces lead times, lowers costs, improves quality, increases efficiency, and enhances predictability. Achieving a smooth process flow involves identifying bottlenecks, standardizing work procedures, implementing JIT principles, reducing variation, and empowering employees to make continuous improvements.
Study Notes
Production Planning and JIT Systems
- A customer requests a foldable shelf with a specific delivery timeline and product requirements.
- The order details include:
- Weekly production requirements for 6 shelf types
- Working days and shifts
- Meeting and break times
- The task is to develop a traditional production plan and a JIT (Just-In-Time) plan with level scheduling.
Push and Pull Systems
- Push systems:
- High inventory levels
- Large lot sizes
- Inefficient use of resources
- Rigid production schedules
- Pull systems (JIT):
- Low inventory levels
- Small lot sizes
- Efficient use of resources
- Flexible production schedules
Implementing JIT in a Machine Shop
- Changes required for JIT system transformation:
- Identify and eliminate waste
- Improve quality and reliability
- Implement continuous improvement and employee empowerment
- Introduce level scheduling and kanban systems
Value Added and Non-Value Added Activities
- Value-added activities:
- Entering orders
- Assembling
- Inspecting
- Shipping to customers
- Testing
- Non-value-added activities:
- Waiting/sorting
- Ordering materials/supplies
- Kitting/staging
- Filing
- Checking
- Counting
- Revising/reworking
- Tracking work
- Processing customer deposits
- Examining patients
- Filing insurance claims
- Dispensing event tickets
- Fueling an airplane
Process Flow and Waste Elimination
- Benefits of process flow:
- Increased efficiency
- Reduced waste
- Improved quality
- Enhanced customer satisfaction
- Ways to make process flow:
- Identify and eliminate waste
- Improve workflows and layouts
- Implement continuous improvement and employee empowerment
- Introduce level scheduling and kanban systems
Company A: T-Shirt Production
- Production process:
- Cutting
- Ticketing/bundling
- Assembly
- Thread trimming
- Ironing
- Packaging
- Shipping
- Customer requirements:
- 1000 T-shirts per day
- 2 shifts
- Palletized returnable packaging
- One daily shipment
- Work time:
- 20 days per month
- 2 shifts
- 8 hours per shift with overtime if necessary
- Two 10-minute breaks per shift
- Production control department:
- Receives forecasts 4 weeks in advance
- Issues weekly scheduling meeting
- Secures raw materials via faxed order release
- Issues daily firm order from customer
- Issues weekly open order to finishing and packing process
- Issues daily shipping order to shipping process
Value Stream Mapping and 5S Audit
- Draw the current state Value Stream map
- Calculate Takt time, identify constraints, and determine process efficiency lead time
- Evaluate the 5S audit:
- Sort (Seiri)
- Set in order (Seiton)
- Shine (Seiso)
- Standardize (Seiketsu)
- Sustain (Shukan)
- Identify problems, operational and business impact, and create a Kaizen team for improvement
- Develop a project charter with KPIS and an action plan for implementation
A customer needs foldable shelves to store various products in a manufacturing flow. The order includes different types of shelves with specific weekly production requirements.
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