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Lean manufacturing introduction 2 pages
Lean manufacturing introduction 2 pages
The problem with lean manufacturing
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CBF has hired you to help determine why they are not able to produce the 1,000 boards per day.
1. What type of process flow structure is CBF using?
The company is using a batch shop process flow structure. CBF, Inc. bases its board fabrication process on the average job size or on its typical order. This means that the company proceeds with the manufacturing process in batches so as to meet the specific requirements per order. The typical contract that the company currently gets is 60 boards per order. However, due to persisting factory defects, they manufacture a total of 75 boards per batch in order to compensate for 20% of the boards that they typically reject during the process.
2. Diagram the process in a manner similar to exhibit 6.7.
According to the book, the diagram is an operation and route sheet that specifies operations and process routing for a particular part. It conveys such information as the type of equipment, tooling and operations required to complete the particular part.
The "Setup Hr." is derived from dividing the setup (minutes per job, as illustrated in exhibit 6.9) by 60 minutes. Likewise, the hourly capacity of each operation (Rate Pc. Hr.) is solved by dividing 60 minutes by the run (minutes per part, as shown in exhibit 6.9).
3. Analyze the capacity of the process.
The first thing to consider is the process of cleaning and coating of the boards. This particular process involves the set-up of the machines, the loading of the boards, and the actual cleaning and coating of the said boards by the machines.
From the computations above, it is clearly illustrated that there is a disparity between the loading of the boards into the machines and the output of the cleaning and the coati...
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...es. 2) Enhance or re-engineer the cleaning and coating machines to improve capacity.
Basically, the focus of the recommendations is to reduce the disparities between the capacities of the processes involved. Ideally, their outputs must be equal if not, similar to the preceding and succeeding procedures in order to achieve an efficient manufacturing process.
The company is also faced with a 20% reject rate that is absolutely unacceptable. A lot of the produced boards go to waste, and a lot of resources are compromised. Moreover, it contributes to the manufacturing strain, as the production team must start with at least 20% more than the required output just to give allowances to the defects. CBF, Inc. should implement a more rigid supervising/monitoring program with the manufacturing processes in order to pinpoint and arrest the cause of these defects.
In today’s operational management arena, there are certain expectations from a managerial aspect that must be met in order to be successful. A comprehensive look at the Space Age Furniture Company will show exactly what the Materials Requirement Planning (MRP) calculations are for this company at present time and then take the information given in order to properly suggest ways to improve the sub-assemblies. In addition, there will be an analysis on the trade-offs between the overtime and inventory costs. A calculation will be made on the new MRP that will improve the base MRP. This paper will also compare and contrast the types of production processing to include the job shop, batch, repetitive, or continuous, and determine which the primary mode of operation should be and exactly why. A detailed description on how management can keep track of the job status and location during production will also be addressed. Finally, there will be a recommendation on they type of changes that need to occur that will be beneficial to the company and at the same time add value to the customer. This paper will conclude with summary of the major points.
In order for a company to push its improvement and create a balanced plant, it is necessary to increase the throughput, while reducing inventory an operating expense. But, what is most important is to identify the bottlenecks to be able to focus on them. After focusing and solving the constraints, everything else is going to be less powerful but important at the same time.
It is a step of defining the goals of the projects and the results are aimed at reaching certain levels of productivity of customer satisfaction. The second stage is measure, and it is the stage of collecting data and facts and evaluating current operational performance. The third stage is analyze with the purpose of developing methods and theories that will best suit the solving of the problem; it is also a stage of detecting cause-and-effect ties of the processes. The fourth stage is improve, it is aimed at generating ideas for reaching the desired process improvement. Finally, there is the control stage that is about monitoring the operations to find out whether the process of improvement is smooth and the problems were solved (Meredith & Shafer,
Secondly, from years of quality control practice the firm established a well-know quality control procedure, "the Method". It has great value to the company in that it includes detail best practices for the production procedures which guarantees and improves the quality of the products. It serves as an efficient decision measure tool and a great training material.
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
This paper will deliberate on an manufacturing company's yearly report. Utilizing the figured ratios, I will break down the execution of the firm. I will figure out how the firm is performing under each of the recorded degrees.
One set up operator can get hold of one place at a time and during waiting time, other lose the considerable amount of production. Subsequently, they framed a goal inclined to set up the sequence of work to get the maximum output by utilizing the capacity of the plant. The third step takes into consideration the installation of planning boards. These boards, lists the standard methods for each procedure, work sequence to reflect the order in which the process runs, and standard cycle time to complete a process. Moreover, these boards not only provides the information about the workers in the process but also identify the areas of improvements of the process. Moreover, works as the chief statistics for workers since it helps them to have a better and clear understanding of the process for a flawless vision of the further scope of improvements. On the contrary in another part of the same plant, they found a number of machines seeking attention at the same time. Automation is not always automatic. It requires humanized automation (Jidoka). The machines read the signal of attention by Andon light and need an operator to check the workflow consisting of a warning by each machine. Irrespective of the machine operating
Primary production of homogenous goods and several processes are undertaken for the finished product to be realized is what is called process costing. All stages of processing and costs accrued during manufacturing of a product will be added to the final batch of products. Keenness is
Focus shall be on utilizing pre-production tools while developing the prototypes. Actual material, wherever possible, shall be used in the development of prototypes rather than having substituted parts. Make the prototypes as closer as possible to actual outputs.
In sum, for the reasons described above, the cleanliness of their environment of CNC machine tools is extremely important. Regions of the bench axis motion must be clean and enough fat. If necessary, cleaning should be done on and off the simple reason that otherwise the counter with long downtime is inevitable.
Finally, I have suggested some recommendations for the issues that I have mentioned above. In reference to the first issue, it will be profitable for the company to change to level monthly production.
Demand for the auto parts supplier’s (APSs’) industry is primarily driven by demand from the automobile manufacturing industry (also known as Original Component Manufacturers or OEM’s) with the remainder coming from the replacement market. Although the list could be exhaustive, automobile demand depends on consumer spending et al. which is influenced by fuel prices, GDP growth, interest rates, unemployment amongst others. Factors such as lower utility costs, location of production plants vis-à-vis markets, efficient purchase and use of raw material, lower import or export duties, investing in R&D, ability to secure new relationships etc. go a long way in deciding
...he organization. The output of the design group’s efforts is detailed drawing and other specifications, which assist the succeeding groups for effective usage of the raw materials into a finished product. This information is also important for the product
...change production planning and control, and supply and payment process, when firms provide customized products.
Fortunately, during under-graduation, I got an opportunity to detect the optimum path of a process through my project “Design and Development of PCB Dual Head Drilling Machine”. Additionally, I became aware of a new subject called Six Sigma which aided me in intertwining new optimization techniques into my project to make the process effective. I optimized the creation...