Study of Manufacturing System: IE

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Sunday, October 1, 2017

Total Quality Management (TQM), Basic Principles & Implementation of TQM

Total Quality Management (TQM)

A philosophy that involves everyone in an organization in a continual effort to improve quality & achieve customer satisfaction. There are three key philosophies

Never-ending push to improve, which is referred to as continuous improvement
Involvement of everyone in the organization
Customer satisfaction, which means meeting or exceeding customer expectations

Supply Chain planning & control, Supply chain management, Procurement, Supplier management, Bullwhip effect, Logistics, Creating an effective supply chain

Supply Chain

The sequence of organizations (facilities, functions, & activities) that are involved in producing & delivering a product or service.

Begins with basic suppliers of raw materials & extends to the final customer

Inventory planning & control

A stock or store of goods

- The stored accumulation of material resources in a transformation system

Allow the flexibility

Exceptional quality

Give a level of dependability

Better return on investment (ROI)

Functions of Inventory

To meet anticipated customer demand
To smooth production requirements
To protect against stock outs & take advantage of order cycles
To hedge against price increases
To permit operations
To take advantage of quantity discounts

Enterprise resource planning (ERP)

Integration of financial, manufacturing & human resource on a single computer system

ERP software provides a system to capture & make data available in real time to decision makers & other users throughout an organization
Provides a set of tools for planning & monitoring various business processes

Material requirements planning (MRP)

A computer-based information system that translate requirements of MPS for end items into time-phased requirements for subassemblies, components, & raw materials

Working backward from the due date using lead times & other information to determine when & how much to order

Master production schedule (MPS)

This schedule indicates the quantity & timing of planned completed production

Breaking down the aggregate plan into specific product requirements
The heart of production planning & control

Aggregate planning

Intermediate-range capacity planning, usually covering 2 to 12 months

A ‘big-picture’ approach to planning, focus on a group of similar products or services, or sometimes an entire product or service line

Capacity management

Capacity: The upper limit or ceiling on the load that an operating unit can handle.

-The maximum level of value-added activity over a period of time that the process can achieve under normal operating conditions

Capacity decisions have a real impact on the ability of the organization to meet future demands for products & services
Capacity decisions affect operating costs
Capacity is usually a major determinant of initial cost
Capacity decisions often involve long-term commitment of resources
Capacity decisions can affect competitiveness
Capacity affects the ease of management

Planning & controlling capacity

Planning & control activities

Planning & control requires the reconciliation of supply & demand in terms of volumes, timing & quality

Loading

The nature of planning & control

Planning & control is concerned with the reconciliation between what the market requires & what the operation’s resources can deliver

- Provide the systems, procedures & decisions which bring different aspects of supply & demand together
- Ensure that the operation’s processes run effectively & efficiently
- Produce products & services as required by customers

Planning concerns what should happen in the future

- A statement of intention

Control copes with changes

- An ‘intervention’ will need to be made in the operation to bring it back ‘on track’

Line Balancing (Designing Product Layout), Cycle time, Precedence diagram, Network analysis, Critical Path Method (CPM)

Line Balancing (Designing Product Layout)

The process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements

The process of deciding how to assign tasks to workstations
Minimizes idle time along line & results in a high utilization of labor & equipment

Perfectly balanced line will have a smooth flow of work

Cycle time

The maximum time allowed at each workstation to complete its set of tasks on a unit

Establishes the output rate of a line

The primary determinant of line balancing is what the line’s cycle time will be

Facilities Layout

An operation or process means how its transformed resources are positioned relative to each other & how its various tasks are allocated to these transforming resources

- The configuration of departments, work centers, & equipment, with particular emphasis on movement of work through the system

The basic objective is to facilitate a smooth flow of work, material & information

To facilitate attainment of product or service quality
To use workers & space efficiently
To avoid bottlenecks
To eliminate unnecessary movements of workers or materials
To minimize material handling costs
To minimize production time or customer service time
To design for safety

The layout decision is relatively infrequent but important

Process Selection

Refers to deciding on the way production of goods or services will be organized

- Occurs as a matter of course when new products or services are being planned, also occurs periodically due to technological changes in products or equipment as well as competitive pressures.
- Has major implications for capacity planning, layout of facilities, equipment, & design of work systems.

Description of Predetermined motion time systems (PMTS) MTM-2 Categories

GET(G)

Action of reaching out with hand or fingers to an object, grasping the object & subsequently releasing it.

The scope of GET

Starts: With reaching out to the object,

Includes: Reaching out to, gaining control & subsequently releasing control of the object

Ends: When the object is released

Three variables of GET Selection:

Case of GET—distinguished by the grasping action employed
Distance reached
Weight of the object or its resistance to motion

Predetermined Motion Time Systems (PMTS)

Also known as predetermined time standards (PTS) or synthetic time standards.

Define the time needed for the performance of various operations by derivation from pre-set standards of time for various motions & not by direct observation & measurement
Established for basic human motions, classified according to the nature of the motion & the conditions under which it is made

Example: Putting a washer on a bolt. The operator will reach to the washer, grasp the washer, move the washer to the bolt, position it on the bolt & release it

Components of a basic PMTS

The standard time

Standard time is the total time in which a job should be completed at standard performance

Standard time for a simple manual job.

Time study: Allowances

It is very difficult to determine precisely the allowances needed for a given job

Factors related to the individual (physical condition)
Factors related to the nature of the work (sitting down, posture during work)
Factors related to the environment (heat, humidity, noise, dirt, vibration)

Calculation of allowances

Rating in time study.

Rating is one of the most controversial aspects of time study.

Rating is the assessment of the worker's rate of working relative to the observer's concept of the rate corresponding to standard pace

A qualified worker is one who has acquired the skill, knowledge and other attributes to carry out the work in hand to satisfactory standards of quantity, quality and safety.

Achieves smooth and consistent movements
Acquires rhythm
Responds more rapidly to signals
Anticipates difficulties and is more ready to overcome them
Carries out the task without giving the appearance of conscious attention and is therefore more relaxed.

Time study

Recording the times of performing a certain specific job or its elements carried out under specified conditions, and analyzing the data so as to obtain the time necessary for an operator to carry it out at a defined rate of performance

Equipment required for time study

A stop-watch (mechanical and electronic)
A study board (placing the time study forms)
Time study forms (recording of substantial amounts of data)

Structured estimating

The basis of past experience to predict future events

Accuracy of estimating depends on the experience of the estimator
Cheap to apply
Can be used to predict times for work which has not been observed
Can be used as a basis for price estimating

Normally used where the required time values are not required in great detail.

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