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MB0044 PRoduction

MB0044 PRoduction

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Published by Murad Ziada Hamoor

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Published by: Murad Ziada Hamoor on Jul 21, 2012
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Q1. Explain in brief the origins of Just In Time. Explainthe different types of wastes that can be eliminatedusing JITAns.Just in Time (JIT) is a management philosophy aimed ateliminating waste andcontinuously improving quality. Creditfor developing JIT as a management strategy goesto Toyota. Toyota JIT manufacturing started in the aftermath of WorldWarII.Although the history of JIT traces back to Henry Ford whoapplied Justin Time principles to manage inventory in theFord Automobile Companyduring the early part of the 20thCentury, the origins of the JIT as amanagement strategytraces to Taiichi Onho of the Toyota ManufacturingCompany.He developed Just in Time strategy as a means of competitiveadvantage during the postWorld War II period in Japan. The post-World War II Japanese automobile industryfaced acrisis of existence, and companies such as Toyota lookedtobenchmark their thriving American counterparts.Theproductivity of an American car worker was nine times that of a Japanese carworker at that time, and Taiichi Onho soughtways to reach such levels. Twopressing challenges however prevented Toyota fromadopting the American way:1.Americancar manufacturersmade
“lots” or a “batch” of 
a model or a component beforeswitching over to a newmodel or component. This system was not suited tothe Japanese conditions where a small market requiredmanufacturing insmall quantitie
 
 
Q1.Explain how material flow information helps in work centre decision. Consider theexample of a shopping centre to illustrate your answer.Ans:Work centers is a producing or processing facility comprising of one or moremachineries and workmen with a defined process on theinput material with adesired output. The work center as a unit may havesingle and multiple operationswhich are to be conducted on the input material.The input material can either befrom an external vendor or from otherwork center as an input a particular workcenter to do a value addition. Thework center decision is arrived at based on thedesign parameters and theinformation that flows in with the input materials. Theinformation thataccompanies the material flow enables the work center to freeze theprocess requirementsfor desired output. The information by way of a rout sheet thataccompany the inputcould be the drawing, specification and process requirement,quantity, QualityAssurance Plan (QAP) etc. These are vital to the stage process andupon completionof the desired process or value addition in the work center thematerialmoves into next stage with similar rout sheet. In this manner, the materialanddesired information arrives simultaneously to each work center enabling smoothmaterialtransformation in line with the objective. The material information thus helpsthe worcenter decision without the need for referring back to precedingworkcenter.Consider a shopping center like Big Bazzar, where differentgoods arrive at thewarehouse. The materials arrive along with the relevantdetails like vendor, sourcelocation, shelf life, quality, input price, total orderedquantity, so far supplied andbalance to be supplied etc. Based on thisinformation, the items undergo packingand branding and storage. During thisprocess the bar codes are assigned to thepack. The barcode providesmaterial information, source vendor details, MRP,reordering levels, shellocation in the mall etc. This information that flows with thematerial helps thestore manager to keep track of the performance of thecommodities and their movement. A faster moving commodity can beordered andthe vendor can be alerted for more supplies as the information is available ateverySubmitted by : A.S.Sathyadevan. Page1

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