Group Assignment PDF

1. Suppose that a customer wants to order foldable type shelf, which is to be delivered within a week. The purpose of the shelf is to keep various types of products to be manufactured in a flow. The details of the order are given below: Weekly production requi...

1. Suppose that a customer wants to order foldable type shelf, which is to be delivered within a week. The purpose of the shelf is to keep various types of products to be manufactured in a flow. The details of the order are given below: Weekly production required No of shelf Shelf type 1 150 Shelf type 2 100 Shelf type 3 90 Shelf type 4 150 Shelf type 5 50 Shelf type 6 20 Working days 5 Shift 1 Meeting time 20 mnts/shift Tea break 20 mnts/shift Lunch time 40 mnts/shift i. Develop traditional production plan for the above case ii. Develop JIT plan with level scheduling iii. Compute Takt time 2. What are the differences between the push systems and pull systems? Factor Traditional JIT(Pull (Push system) system) Inventory Deliveries Lot size Setup; runs Vendors workers 3. Suppose that you are going to implement JIT system in Defence University, College of Engineering machine shop. What changes required for JIT-System transformation in the shop? 4. Which are Value Added and Non-Value Added Activities and why? Activity VA NVA Why Entering order Waiting/sorting Ordering materials/supplies Kitting/staging Filing Preparing drawings  Checking Assembling Inspecting Shipping to customers Counting Revising/reworking Tracking work Testing Copying Processing customer deposits Examining patients Filing insurance claims Dispensing event tickets Fueling airplane 5. Identify the wastes in each of the following pictures and suggest ways to eliminate/ reduce the generated wastes. 6. What are the benefits to make the process flow? How to make the process flow? 7. Company A is a small factory, with under 150 employees, producing T-shirts for a variety of end users. Production Process Process involves:-  Cutting  Ticketing/ bundling  Assembly  Thread trimming  Ironing  Packaging  Shipping Customer Requirement  1000 T-Shirt per day  Customer operates 2 shifts  Palletised returnable packaging  One daily shipment to The Company A by truck Work Time  20 days per month  2 shifts in all areas  8 hours every shift, with overtime if necessary  Two 10 minute breaks during each shift. Production Control Department Receives forecasts 4 WEEK  Weekly scheduling meeting.  Issues 6 weeks forecast to The Supplier Company via e-mail.  Secures raw material by weekly Faxed order release to the supplier.  Receives daily firm order from The customer.  Requirements based upon customer order, WIP inventory levels, Finished Goods inventory levels, and anticipated scrap and downtime.  Issues weekly open order to finishing and packing process.  Issues daily shipping order to Shipping process. Cutting  Cycle Time - 0.0125 seconds  Operators -1   Changeover Time - 120 minutes  Machine Reliability - 85%  Inventory - 21 days - before this process - 16.8 days after the process Ticketing/ bundling  Cycle Time -0.43 minutes  Operators -1  Changeover Time -24.3 minutes  Machine Reliability - 90%  Inventory - 2.5 days after the process Assembly  Cycle Time - 0.6 minutes  Operators -1  Changeover Time - 83 minutes  Machine Reliability - 80%  Inventory - 3.7 days after the process Thread trimming  Cycle Time - 0.5 minutes  Operators -1  Changeover Time - 88 minutes  Machine Reliability - 80%  Inventory - 14 days after the process Ironing  Cycle Time - 0.05 minutes  Operators -1  Changeover Time - 40 minutes  Machine Reliability - 80%  Inventory - 0 day after the process Packing  Cycle Time - 0.016 minutes  Operators -1  Changeover Time - 40 minutes  Machine Reliability - 80%  Inventory -3.7 days after the process.  Shipping  Cycle Time - 0.083 minutes  Operators -1  Changeover Time - 35 minutes  Machine Reliability - 95%  Inventory -3.7 days before the process a) Draw the current state Value Stream map and answer the following questions: i. Calculate the take time? ii. Where are constrains in the value stream map? iii. Why this constrains existed? iv. What is the process efficiency lead-time? v. What is the thought put time of the process? vi. What is the non-value added time in the process? vii. Calculate the value added/total lead time? 5 S Inspection / Audit Ranking A = 0 Perfect Score B = 1 1- 2 problems identified C = 3 3or more problems identified Category Description Evaluation Avg Std Dev Distinguish between what is needed and 1 2 3 Sort not needed 1S Have all unnecessary items been removed? (Seiri) Are all remaining items neatly arranged? Are walkways and work areas clearly outlined? Are unneeded items stored in an appropriate place? Does a procedure exist for dispensing unneeded items? 1S result A place for everything and everything in Storage its place 2S Is there a visually marked, specified place (Seiton) for everything? Is everthing in its specified place? Are standards and limits easily recognizable?  Is it easy to see what needs to be where? Are things put away after use? 2S result Cleaning and looking for ways to keep it Shine clean 3S Are work areas clean? (Seiso) Is equipment kept clean? Are cleaning materials easily accessible? Are cleaning guidelines and schedules easily visible? Are demarcation lines clean and unbroken? Is cleaning used as a form of inspection? 3S result Make standards obvious and maintained Standardise Is all necessary information visible? 4S (Seiketsu) Are all standards known and visible? Is there a checklist in the area? Is there a 5S map in the area? 4S result Sustain Stick to the rules and follow up 5S Does everyone observe standard procedures? (Shukan) Are red tag procedures followed? Are personal belongings stored neatly? 5S result 8. For above pictures, using as 5S + Safety audit check list, and kaizen project charter Identify: i. The problem statement ii. Operational and business impact iii. Kaizen team for improvement iv. Project KPIS’s v. Action plan for implementation kaizen projects.