MGT613 Final Term Subjective

MGT613 (2008 t0 2011) Final Term subjective · Solved By · Kamran haider, Fariha Maqbool · & Anam Aslam · Paper#1

How would you justify the reduced set up times and delivery lead times in a JIT system? Marks 3

Reduced setup time: In a traditional manufacturing setting, producers attempt to distribute machine setup costs across multiple parts. So while the company may only need 25 widgets for the job at hand, the machine operator cranks out 100 while he’s at it. A JIT system eliminates this extra production. To implement just-in-time, engineers look for opportunities to reduce setup time. This can be achieved by standardizing parts, adding auxiliary equipment, adding manpower to the setup process, organizing workstations, and otherwise reevaluating the manufacturing process.

Consider a NASCAR team that can change four tires and fill a tank of gas in 20 seconds. The team has specialized equipment and processes in place to meet those outstanding turn times, and similar opportunities are available in many manufacturing environments.

OR

At the time of JIT implementation Reduce lot size and lead times. Once setup times are reduced, we can reduce the lot or batch size. Reducing the setup times and batch sizes cause the lead times to significantly decrease.

Another solution from web

Reduce or eliminate setup times: Aim for single digit setup times (less than 10 minutes) or "one-touch" setup -- this can be done through better planning, process redesign, and product redesign. Reduce lead times (production and delivery): production lead times can be reduced by moving work stations closer together, applying group technology and cellular manufacturing concepts, reducing queue length (reducing the number of jobs waiting to be processed at a given machine), and improving the coordination and cooperation between successive processes; delivery lead times can be reduced through close cooperation with suppliers, possibly by inducing suppliers to locate closer to the factory.

PERT analysis helps you to schedule and manage complex projects. List down the benefits of PERT analysis. 3 marks

Advantages of PERT

1. Forces managers to organize
2. Provides graphic display of activities
3. Identifies
4. Critical activities
5. Slack activities PAGE#196.

OR

Banefits of PERT:

PERT is useful because it provides the following information:

1. Expected project completion time
2. Probability of completion before a specified date
3. The critical path activities that directly impact the completion time
4. The activities that have slack time and that can lend resources to critical path activities
5. Activities start and end dates

What is service level? Generally speaking, how is service level related to the amount of safety stock held? Marks 5

Service Level: Service Level means that the probability that demand will not exceed supply during lead time. Safety Stock (SS): Safety Stock - Stock that is held in excess of expected demand due to variable demand rate and/or lead time.

products which are stored for too long a time can spoil, expire, or break during the warehousing process. Too little safety stock can result in lost sales and, thus, a higher rate of customer turnover. As a result, finding the right balance between too much and too little safety stock is essential. Page#151

Organizations use an integrated information system that supports many enterprise processes and data storage needs. Which information system here is referred to and what are its strategy considerations?( Check it again)

Enterprise resource planning (ERP): often called the rightful next step in an evolution that began with MPR and evolved into MRPII. Integration of financial, manufacturing, and human resources on a single computer system.

ERP Strategy Considerations

1. High initial cost
2. High cost to maintain
3. Future upgrades
4. Training page#162

PAPER#2

What are the salient features of six sigma quality management? Marks 3

The salient features of Harry’s approach to six sigma implementation are described below:

Leadership is provided by a team of deployment champions, project champions at corporate and department levels respectively. This team is similar to Quality Improvement Council in Juran’s approach. The experts referred to as black belts, work full time on projects at process level to solve critical problems and achieve bottom line results. In Juran’s approach black belt is equivalent to the diagnostician. Black belts are trained by master black belts on statistics, quantitative benchmarking, process control techniques, experimental design and design for manufacturability. There is a well structured project management approach. The champions select projects based on business strategy and the projects are defined precisely and the gains calculated, prioritized, then meticulously implemented and reviewed.