Quality management Aggregate planning Inventory Scheduling Supply chain management
Submitted to :R.Jagadeesh
Submitted by: Pankaj Kesarwani PGDM No.11156 Section C
However. Standardize: (Seiketsu) once the first three 5S‟s have been implemented. Daily follow-up cleaning is necessary in order to sustain this improvement. the next step is to thoroughly clean the work area. certification. Every equipment should be placed in their designated place so that it can be easily located. TQM 5. and conformity are now required. the organisation should concentrate on standardizing best practice in the work area. Shine: (Seiso) once the worker eliminated the clutter and junk that has been clogging your work areas and identified and located the necessary items.
Supply chain management
Supply chain management aims at synchronization of Bombay Dyeing‟s activities and functions and those of its supplier to match the flow of materials and information with the customer demand. Low productivity. Bombay dyeing allows its employees to participate in the development of such standards. An effective visual method to identify these unneeded items is called red tagging. new approaches such as quality management (QM). fire fighting. attrition. the 5S Philosophy focuses on effective work place organization and standardized work procedures. customer complaints. Set In Order (Seiton) is the second of the 5Ss and focuses on efficient and effective storage methods. 5‟S 4. are issues with textile business. Quality Circle Based on Japanese words that begin with „S‟.Quality Management Systems in Bombay Dyeing
Traditionally the textile industry has been driven primarily by fashion and creativity rather than by a focus on quality assurance. reduces waste and non-value activity while improving quality efficiency and safety. The main quality management systems for textile industry are 1. However utility of these tools is often questioned in textile and apparel industry. A red tag is placed on all items not required to complete your job. ISO 9000 2. accreditation. Sustain: (Shitsuke) Sustain focuses on defining a new status quo and standard of work place organization. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sort – (Seiri) the first S focuses on eliminating unnecessary items from the workplace. ISO 14000 3. 5S simplifies the Bombay Dyeing‟s work environment.
Aggregate planning It generally focuses on general course of action. Different computer programs such as ERP SAP and monitoring charts are used for keeping the inventory at minimum level. and inventory holding capacities which are consistent with the company‟s strategic goal and objectives. Economic order Quantity (EOQ) is also used as it is a general entity used by every organisation. But on an average 2 weeks are used as a reorder point. System for inventory management There are three types of system: 1) Continuous system 2) periodic 3) Hybrid system System used in Bombay Dyeing The company makes use of continuous or perpetual inventory management system where the records of the finished goods and other inventory are kept upright up to date with the help of stores personnel. Reorder point The company uses the optimal replenish system.bombay dyeing sales executive
buyer/customer Supply chain management in Bombay Dyeing
Inventory tracking: different methods are used for tracking of inventory in Bombay dyeing. production rates. For different items different inventory level serving as reorder point.
Strategy used in Bombay Dyeing: The company make use of the level strategy where about 850 workers work in the particular unit. The company make use of under time and overtime. When demand is high it is met from inventory . Material requirement planning MRP system enables business to reduce inventory levels. work force labour. The production orders are converted into purchasing orders corresponding to
. And according to the company most of the times there is no under time and if it is it‟s almost negligible. Level policy Demand is followed through inventory level while keeping the production rate constant. Overtime payment is made according to the normal wage rate. It mainly has three components: 1) Bill of material 2) inventory records 3) master production schedule (MPS) As the company‟s only finished good is yarn and textiles therefore the bill of material is pretty simple as well. The inventory of raw material that is cotton is on the seasonal basis all the available and required cotton is stored in that duration . There is least demand fluctuation therefore it is the most feasible strategy for the company.when demand is low it results in piling of inventory. Master production schedule It helps the manager to determine the exact quantities to be daily produced and the corresponding jobs‟ sequencing and machine loading. As mentioned earlier. starching and warp making phases. the variety in the form of customers' orders (clothes. Under reactive policy there are further two categories: Chase policy Demand is followed by adjusting production rates. textiles or warps) and the multitude of phases in the textile industry make scheduling not an easy task.Aggregate planning policy: Reactive policy It means the unit has to follow the demand patters by adjusting all three factors such as production rate. No inventory is kept which avoids holding costs. and inventory level. It refers to the weaving. to utilise labour and facilities in the better way and improved customer service.the master production schedule is prepared on almost weekly basis but is checked and reviewed on almost daily basis by the concerned authorities.
Consider: 1. Priorities specification to be made: 1. feeds the MPS module of the previous. In the latter case. Every job that it‟s processing has not started yet B. phase. For the jobs with the same priority consider as tie-breaker: 1. · In-progress. or both scheduled but not inprogress and unscheduled ones. in each phase the MPS procedure produces a schedule that feeds the MRP module. After retrieving the set of the orders concerning weaving from the database. concerning scheduled jobs. The user may either specify priorities. according to the sequence of phases a clothe is constructed..
Priorities and Scheduling Policies Specification A. More explicitly. in order to produce more preferable job sequences.
. For the jobs with the same priority index the tie-breaker can be selected between the due date (Earliest Due Date rule) and the release date of the job (FIFO rule). Their due date 2. by the system C. or consider all the jobs having a common priority index.the requirements for yarn. indicating preferential treatment of some customers. and · Finished. by the user 2. · Unscheduled. Only the unscheduled jobs 2. The priority of each job is considered as the most significant criterion in job sequencing. the system may reconsider previous decisions. which in turn. While working first in a “backwards scheduling” way the scheduling procedure starts from the weaving phase. both for warp and weft. the system interacts with the user in order to define priorities of the jobs. via the MRP module. i. The allowable values for the status of a job are: · Scheduled but not in-progress. Their release date
The system asks the user to specify whether he wishes to schedule only the unscheduled jobs. the scheduling policy and the rules of sequencing. jobs that are considered for scheduling for the first time.e.
J. Ritzman. Lexington Books. L.Reference
R. Operations Management: Strategy and Analysis. Olsen.P. Operation management
. Addison-Wesley Jay Heizer. The Textile Industry: An Industry Analysis Approach to Operations Management. Barry Render and Jagadeesh Rajshekhar. Krajewski and L.P.