Cleo Norrelyn Limen

MGT 4 (4:30-6:00 M,Th)

Production Design

 Design for assembly (DFA): This is similar to DFM and focuses solely on how to
design for ease of assembly and for reduced assembly time. Accomplish this
by designing a product with few parts and by making the interface among
the components simple, such as designing snap-together parts rather than
parts that have to be bolted together.

 Design for logistics (DFL): This involves designing a product for ease of
transporting from manufacturing to the customer. With rising transportation
costs, the importance of DFL is only increasing. Utilizing DFL, companies
design and package products to minimize the space required to ship.

 Design for sustainability: Companies now design products with the product’s
end of life in mind. Environmental concerns are forcing designers to consider
how a product can be reused or recycled. Examples include designing an
ink cartridge that can be easily refilled and incorporating biodegradable
materials into the product.

 Design for service: Throughout their life cycle, many products need to be
serviced or repaired. Depending on how components are placed in the
design, they can be easy or difficult to access when service is needed.

 Design for reliability/quality (DFR, DFQ): Quality doesn’t just happen, and it’s
not solely the responsibility of manufacturing. DFQ recognizes that quality
starts in the product’s design.

Process Design

 A serial process

In a system with a serial process design, activities occur one after the other; no
activities occur simultaneously. Here is a typical serial process in which activities
take place one at a time in a defined sequence. A resource performs an
operation and places the output in a waiting area until the next operation is
ready to receive it as an input. The part or customer is the flow unit.
 Place operations in parallel

Placing two or more operations in parallel, a term that indicates operations

perform their functions at the same time, can either reduce flow time or increase
capacity, depending on whether the parallel operations perform different
functions (unlike operations) or perform the same function on different parts (like
operations).

 Unlike operations

Multiple operations that perform different processes on the same flow unit at the
same time are referred to as unlike operations. For example, a cashier at a
fast-food restaurant can take your money at the same time the fry cook is
preparing your order.

 Like operations

When like operations are in parallel, more than one of the same type of resource
is performing the identical operation but on different flow units. In a restaurant,
for example, several servers take orders from different customers. In this case, the
servers are functioning in parallel.

A product, for example, has attractive packaging to provide the right aesthetics
plus has function and features, which provide value to customers. Process design
ensures that there is smooth and continuous relationship between required
output and all the intermediate process.

For example, manufacturing of Air-Conditioners, process design has to be such

that maximum supply is achieved during the hot months of summer when
demand of the product is at the highest. So people, process and machines need
to align to give continuous production throughout the year as to satisfy seasonal
demand.

Material Flow

 Source Quality Control Inefficiencies to Specific Activities: Analyzing a

step-by-step depiction of the quality control process can help managers to
detect where things are going wrong in relation to raw material inspection.
Diagnosing and resolving these QC issues is going to improve the quality of
 materials going through production runs, which will reduce scrap and
increase first pass yield rates.

 Identify Receiving and Storage Issues to Improve Dock-to-Stock Time: Process

modeling and analysis can help identify issues with the receiving and storage
of raw goods. Recognizing bottlenecks in this process helps reduce
dock-to-stock time, which can allow for more deliveries to be handled in a
day and, therefore, can increase manufacturing capacity.

 Determine Root Causes of At-Risk or Distressed Inventory: Diagnose the root

cause of obsolete or at-risk inventory by recognizing activities that stray from
industry best practice in order to reduce raw materials inventory shrinkage.

Company That Implements 14 Principles of Management

Toyota Motor Corporations a Japanese multinational automotive manufacturer

headquartered in Toyota, Aichi, Japan. In 2017, Toyota's corporate structure
consisted of 364,445 employees worldwide[4] and, as of December 2019, was
the tenth-largest company in the world by revenue.

The Toyota Way is a set of principles and behaviors that underlie

the Toyota Motor Corporation's managerial approach and production system.
Toyota first summed up its philosophy, values and manufacturing ideals in 2001,
calling it "The Toyota Way 2001". It consists of principles in two key
areas: continuous improvement, and respect for people.

The Toyota Way has been called "a system designed to provide the tools for
people to continually improve their work"[4] The 14 principles of The Toyota Way
are organized in four sections:

 Long-Term Philosophy

 The Right Process Will Produce the Right Results

 Add Value to the Organization by Developing Your People

 Continuously Solving Root Problems Drives Organizational Learning

The two focal points of the principles are continuous improvement and respect
for people. The principles for a continuous improvement include establishing a
long-term vision, working on challenges, continual innovation, and going to the
source of the issue or problem. The principles relating to respect for people
include ways of building respect and teamwork.