Professional Documents
Culture Documents
ROLL.NO. : 520850852
SEMESTER : I / II / III / IV
OUTSOURCING STRATEGIES
When capacity requirement are determined it will be easy
to determine whether some goods or services can be outsourced so
that the capital and manpower requirement can be reduced and the
available capacities are used to augment core competencies thus
reducing the cost of the product or services to the customer. However,
the following factors may restricts outsourcing.
MATHODS IMPROVEMENT
Methods improvement start with methods analysis.
The focus of this process is to find out how a job is done breaking it down
to elemental tasks so that they are amenable for analysis. This is done for
both running jobs and new jobs.
For the new job, the description becomes the inputs for analysis. For
current jobs, the analyst depends on observation, records and suggestions
of the persons involved in the job. When improved methods are
suggested, they are implemented and records created for assessing the
consequences of the methods improvement procedures. The analyst
should involve all concerned persons in the process so that acceptance
becomes possible and opportunities open up for further improvements.
Moreover, the people actually involved would be interested in improving
their productivity and will help the analyst in the process.
BALANCING OF WORKSSATIONS
Assembly lines necessitate out stringing together
workstations which carry out operations in a sequence so that the product
gets completed in stages. Since the workflows has to be uniform and
operation may require different periods for completion the necessity of
line balancing is felt. Capacities at workstation and the workforce to man
so adjusted that a products in the process of assembly almost
approximately the same amount of time.
QUALITY CIRCLES
Kaoru is generally considered to have promoted the
concept of quality circles. It is well known that he is the originator of
fishbone diagrams to identify the root cause of any problem. The causes
for the existence of a problem are classified as pertaining to the material,
processes or method or any factor that goes into production. The matter is
further investigated and pursued till the exact is determined. Quality
circles use these principal in solving problems. The teams select project
selected on the above basis and implement action to achieve improvement
in the process with a view to improve quality. Since these activities are
carried out without affecting the regular day to day work and involve
sort. The strategy used depends on the total area of the zone, the number
of order, and the type of merchandise. And the economics of balancing
all the above.
When order are routed among those zones where
picks are required, we call them routing the picks. When order are routed
from zone to zone, in a particular order, whether any picks are there or
not, we call them chaining. When multiple zones are covered
simultaneously in different zones we call them parallel routing. As can be
discerned, no one single method is suitable for actual situations on site.
They are formulated as a strategy for optimization of resources in view of
the constraints.
CLASSIFICATION SCHEMES
In this section you will come to know about the coding of various
methods of splits picking and packing. The letters will uniquely identify
the method intended to be used and all personnel in the process will know
disposition status of the merchandise.
Discrete order picking or batch order picking- letter D or B is used
zone picking or tour picking
Pack immediate assemble and pack
BS – BATCH ORDER PICKING – SORT IMMEDIATE
BM –BATCH ORDER PICKING - MERGE& SORT
ZR – ZONE PICKING WITH ROUTING
ZP – ZONE PICKING IN PARALLEL
For example, BSDZCA means – batch order picking, sort immediate-
discrete order packing, zone picking with chaining and assemble.
With this type of coding 24 ways representing the type of split order
picking and packing are identifiable.
They are
a) Minimize the cost of pick and pack for every order;
b) Minimize the cost of shipping per order;
c) Reduce the time required per cycle;
d) To increase the fill rate;
e) Improve accuracy of the elements of the process;
f) Traceability and accountability of all transaction….
Advance technology involving bar coding, feeding on line data ,high
speed processing an distribution of information across all nodes of the
supply chain help in improving efficiency, reduce costs and improve
customer satisfaction.
APPROACHES TO TQM:
Being practiced worldwide by different organisation, TQM has different
approaches towards its achievement. The basic thrust of each of these is
realising excellence. All the approaches have a lot in common, but the
emphasis shifts from one other. Needless to say, each organisation will
use any of these or even a combination to suit its structure, culture and
need. Some emphasise on the philosophy of TQM and the role of
management and employees in being aware, committed and act. Some
expect us to use statistics more intensely. Some give us an ‘integrated
approach’.
DEMING WHEEL:
Deming’s approach is summarised in his 15 points.
1. constancy of purpose for continuous improvement
2. adopt the TQM philosophy for economic purposes
3. do not depend on inspection to deliver quality
4. do not award any business based on price alone
5. improve the system of production and service constantly
6. conduct meaningful training on the job
7. adopt modern method of supervision and leadership
8. remove fear from the mind of everyone connected with the
organisation
9. remove barriers between department and people
10.do not exhort, repeat slogan and put up poster.
11.do not set up numerical quotas and work standards
12.give pride of workmanship to the workmen
13.education and training to be given vigorously
14. sate and exhibit top management’s commitment for quality and
productivity
15.using the above principles, Deming gave a four step approach to
ensure a purposeful journey of TQM. The slope is shown to indicate
that if efforts are let up the programme will roll back.
ACT PLAN
A P
CHECK DO
C D
DO – means that the plan is implemented on a trial basis. All inputs are
correctly measured and recorded.
CHECK – means that he trial taken according to the are in accordance
with the expected results.
ACT – when all the above steps are satisfactory regular production is
started so that quality outcomes are assured
The team can find benefits the project manager, for the customer
and for the sponsor.
For the project manager because that process helps in terma of
discipline and control for the customer because, in the way that
process is anticipating results, also create some kind of proactive
behaviour in the project manager anticipating potential problem to
the customer and finally for the sponsor because this process helps
him to know project details and then to ask the customer upper
management level for clarifications.
Management expectations are crucial for the project success but
project reviews add value to such expectations.
The above steps can be represented in the from a diagram to show
various process items in a project. These diagrams will help in the
review process es to pin point facts and figures of concern post
delivery. Every flow and process can be studied and reviewed for
enhancement in the product or service deliverable in future.
OUTLER PRINTED
BOX LABEL
BOTTEL TONIC CAP
ASSEMBLE
PACKED
TONIC