Production-Operations-Management(MB0044) Ques1 Explain in brief the origins of Just In Time. Explain how JIT is implemented. Ans-- Q1.

Explain in brief the origins of Just In Time. Explain how JIT is implemented. JIT production is meant for products which are repetitive in nature. The system has its origin in providing a solution to a manufacturing process, where the finished product has a number of parts that get assembled. The problems in such situations will be to keep the arrival of parts, components, and sub-assemblies so that no shortages will occur while holding up production. Therefore, it becomes vital that all parts that form the flow in many streams are of high quality, so that the assembly does not get held up. For JIT to be successful inventories have to be kept to the minimum and every component produced must represent highest quality. It is relevant to mention Taguchis insistence on achieving the target value to realise quality. The permitted tolerances do not ensure high quality. Controlling variability by strict adherence to best processes with built-in robustness to achieve Six Sigma standards ensures high quality. These help in realising JIT, which has economy in focus and provide an additional factor for competitiveness. So, high quality production helps in reducing the waste of inventory space to the maximum extent. Just in Time (JIT) is a management philosophy aimed at eliminating waste and continuously improving quality. Credit for developing JIT as a management strategy goes to Toyota. Toyota JIT manufacturing started in the aftermath of World War II. Although the history of JIT traces back to Henry Ford who applied Just in Time principles to manage inventory in the Ford Automobile Company during the early part of the 20th Century, the origins of the JIT as a management strategy traces to Taiichi Onho of the Toyota Manufacturing Company. He developed Just in Time strategy as a means of competitive advantage during the post World War II period in Japan. The post-World War II Japanese automobile industry faced a crisis of existence, and companies such as Toyota looked to benchmark their thriving American counterparts. The productivity of an American car worker was nine times that of a Japanese car worker at that time, and Taiichi Onho sought ways to reach such levels. Implementation of JIT: JIT like TQM and other developmental measures is possible only with top management commitment and a learning culture in the organisation. The main handicap to any programme is the resistance by the organizational members even at the top, to make changes. This resistance may take the form of noncooperation and may enlarge to become sabotage. These show up at the implementation stage. So, communication of the goals to be realised and the objectives of each team should be make effectively. Initially, a milestone chart will help in establishing the various steps to be taken and correcting the activities as the process is on is the best way of ensuring success. It is well to remind at this stage, that JIT is not a destination, but an ongoing continuous improvement programme in the process of achieving Total Quality Management. Like any advanced method of production and quality improvement some pre requisites are needed to be in place so that implementation is easy and the results identifiable. The following points give the requirements from the design process to the measurement of performance. a) Design flow process 1. Link operations 2. Balance workstation capacities 3. Relay out for flow 4. Emphasise preventive maintenance 5. Reduce lot sizes 6. Reduce set up and changeover times b) Total Quality Control 1. Worker responsibility for quality 2. Measure SQC 3. Enforce compliance 4. Failsafe Methods 5. Automatic inspection c) Stabilise schedule 1. Level Schedule
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2. Under utilise capacity d) Kanban Pull 1. Demand Pull 2. Back flush 3. Reduce Lot sizes e) Work with vendor 1. Reduce lead times 2. Frequent deliveries 3. Project usage requirements 4. Quality expectation f) Reduce Inventories 1. Look for other areas 2. Stores 3. Transit 4. Carousels 5. Conveyors g) Improve Product Design 1. Standard Product Configuration 2. Standardise and reduce number of parts 3. Process design with product design 4. Quality Expectations The above activities lead to: A. Solving problems concurrently (i) Root Cause (ii) Solve Permanently (iii) Team approach (iv) Line and specialist responsibility (v) Continual education B. Measuring Performance (i) Emphasise improvement (ii) Track trends. When above requirements are met, we achieve JIT to a very close extent. 2. Shop Floor Control Realistic planning and scheduling taking into consideration the frequency with which set ups have to be changed to manage material flow without building up inventories, leads to JIT manufacturing. SMED single minute exchange of dies gives flexibility for production process. Advocated by Shigeo Shingo, this method calls for designing and making fixtures and toolings which are instrumental in changing setups so that changes to be effected within a minute. 3. Purchasing The essence of JIT purchasing lies in treating the purchaser as a participant in your activities. Cooperative relationship leads to the development of the supplier who understands our requirements and in situations where he confronts any difficulty, he should be in a position to approach the company for its solution. Every problem or discovery of a defect is considered an opportunity which the supplier and the company to get a deeper understanding of the problem and the solutions will solve not only that problem, but also ones that were hidden. 4. Vendor Managed Inventory The very purpose of JIT is to reduce inventory at all places in the supply chain. Inventory is considered a waste because inventory is created by using materials, machines and efforts of persons. All of these are resources which have already been used up and that portion of it which is not consumed and sent up the value chain causes a drag on the system. However, inventories are inevitable because uncertainties exist at every stage, making it necessary to provide a buffer so that demands do not go unfilled. The challenge is to keep it to the minimum. To make this happen the calculations involving forecasts of the market demand, the capacities of the equipments, worker absenteeism, suppliers lead times, the quality of the produced components, etc. Ques2 Bring out the historical background of Value Engineering.Elucidatethree companies which have incorporated VE with brief explanation. Ans-- Value Engineering: Basically it is a methodology by which we try to find substitutes for a product or an operation. It can be conducted both internally and externally. The concept took shape during the Second World War. The thinking process calls for a deep study of a product the purpose for which it is used, the raw materials used, the processes of transformation, the equipment needed etc. and question whether what is being used is the most appropriate and economical. This applies to all aspects of the product. For example, let us
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consider a component needs a round brass rod as raw material in size 21.5 mm. Diameter. It has seven operations cutting, drilling, and chamfering boring. Milling, plating, and polishing, Value analysis considers all aspects of each of these and investigates whether any of them can substituted by another material, a different size, a different tool, a different machine, a different cot sequence, a different tool for an operation, a different chemical, a different concentration, a different voltage, shorter time or processing. Studies can be conducted to verify whether any operation can be eliminated. Simplification of processes reduces the cost of manufacture. Every piece of material and the process should add value to the product so as to render the best performance. Thus there is an opportunity at every stage of the manufacturing and delivery process to find alternatives which will increase the functionality or reduce cost in terms of material, process and time. It should be remembered that we are not seeking a cost reduction sacrificing quality. It has been found that there will be an improvement in quality when systematic value engineering principles are employed. GEC started Value Engineering in 1947 when a substitute for asbestos for flooring had to be found. Specialized dealers could provide an equally good material at a lesser price. Initially the practitioners were the people in charge of purchasing who tried to locate substitute material which would be equally good, if not better, at a lower price. This is the first and basic approach to value engineering. As the concept percolated to the manufacturing departments, engineers applied the same principles and found that they could use alternate materials which were cheaper giving the same performance. It was also found that dimensions and tolerances could be altered without affecting the performance of the part or the product. The investigations took them on the path of eliminating some operations. The focus was on the value of each bit of material, each operation. This approach led to the design stage. Nowadays, the principles of Value Engineering starts at the product concept and design and is carried down the value chain. The aim of value engineering is to effect economies by investigating every opportunity and discovering new materials, methods to achieve high quality performance. The aims of Value Engineering can be listed as under Product Simplification Better and less costly materials Improved product design. igh efficiency in the processes H Economy in all activities Ques 3 Explain the key elements of Quantitative modelling.What is work study and motion study. Ans-- Quantitative Models: Here we consider the ways of solving problems using quantitative approach and the various models we use. The business implications are wide as the solutions are used for decision making in all aspect of business procurement of material, allocating funds, scheduling production, carrying of inventory etc. The aim is to optimize so that costs are reduced and profits are increased. 1. Quantitative approach: Solving a problem using models consists of the following steps: Definition of the problem: In the beginning, we have to determine the purpose of studying the problem, the various factors that have to be considered like resources, constraints, the uncertainties involving them, the costs involved, time available, the issues that have utmost importance, etc. We will determine which problem needs our attention most and the factors that affect it and the interrelationships Constructing a mathematical model: We formulate the physical problem into a form which can be analysed. We convert it into a model. The models play a vital role in engineering, science and business. We make models of dams, a steel structure, chemical reactions, organisation structure, graphs showing variation of share prices, etc. Many of these are being capable of being expressed in terms of mathematical equations which can be solved and the values of some the variables are known or presumed. By solving these equations, we will solve the problem. Testing the model and its solution: In business we do not have complete or reliable data most of the times. We would have formulated the equations with presumptions. So we verify whether the solution we have obtained is acceptable by testing the solutions by using some known outcomes for known variables. This tests the model as
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well the presumptions we might have made. We may have to change the model or the presumptions. 2. Quantitative Models: The different models are as under: Linear Programming: This technique is often used for optimizing a given objective like profit or revenue maximization or cost or outgo minimization. When there are limited resources and they have to meet competing demands, distribution of the resources is the critical issue. Transportation Model: This is concerned goods with from manufacturing centres or warehouses which have to be supplied to depots or retail outlets. The demand and supply position of the places where they are required or produced and the cost of transportation is considered in the model. To economise we use this model. Assignment Model: Allocating jobs or persons to machines, awarding different projects to contractors, so that maximum returns occur or less expenses are incurred calls for the use of this model. Inventory Control Model: Inventory models consider the frequency of placing orders, the quantities per order considering the cost of placing an order, the number of pieces that are to be kept in reserve, the rate of consumption, the lead time required for the supplier, costs involved in storage. Depending upon the probabilities of patterns of consumption and supply, we have different models which give solutions to optimize. Waiting Line Models: Queues are formed when the rate of service is at variance with the rate of arrival. They are formed when rate of production is less at particular points compared to the previous ones. Some times we see multiple service points and a single queue is formed for feeding them. Number of items including people to be serviced, the rate of service and the type of queue discipline that is intended to be followed, policy of priority, tolerable amounts of waiting etc. is studied with some special techniques. Simulation Models: These models are used when we will not be able to formulate mathematical models. So, we develop a model which resembles a real life situation. And based on the pattern, we predict and plan our procurement, production, delivery etc. PERT and CPM Models : When projects are undertaken with a number of activities some happening in sequence, with gaps of weeks or months and some happening simultaneously and resources are of great variety needing a lot of coordination, it is important to estimate the time required for completion. It is also equally important to identify the bottlenecks and smoothen resources so that time schedules are maintained. Delayed completion may entail penalties. In this model we adopt special methods to make the system efficient. Quantitative methods for Decision Making We choose the model which closely resembles the situation which we want to analyse for making decisions like providing funds, assigning people, place order for certain quantities, delay or hasten some activities, open one more counter or buy machines, change location of manufacturing units, shift distribution centres, postpone the launch of a product. Decisions may vary from buying two dozen bolts to import equipment for a few crores or even launch a new product requiring investment of a few hundred crores. The decisions are taken with some risks arising out of a number of uncertainties with no perfect answers. Historical data act only as a guide for projecting into the future. We use a number of statistical tools like regression, forecasting, decision trees, probability theory, game theory, Markov Analysis to establish relationships between factors that affect decisions. One more major limitation to make our decision process effective is the quantum of data that we can collect. For example, we cannot inspect all dimensions of all components we manufacture in a plant. Nevertheless, we want to be certain all the parts that go for assembly are of high quality. So we take samples at random and inspect them. The number of samples, number of defects, the range within which they are expected to lie to be certified that they are good, the frequency of inspection, the confidence level which wended to have statistical tools. Then we need to be sure that the processes are under control. So, quantitative methods consist of using models for a particular situation and applying statistical tools to analyse data and make decisions which help us in meeting our objectives. Ques4 What is Rapid Prototyping? Explain the difference between Automated flow line and Automated assembly line with examples.
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Q5 List different methods for selecting a suitable plant location and explain any two. Ques6 Explain Jurans Quality Trilogy and Crosbys absolutes of quality. List out Demings 14 points.

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