INDUSTRIAL ENGINEERING TOOLS AND TECHNIQUES

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CHE HAZAL IZZUWAN BIN CHE GHAZALI MOHAMAD AZHARI BIN SAPANI MOHD ESWAN BIN ZAHARI MUHAMMAD RAHAMI BIN RAHMAT SHAHRUL NIZAM BIN ABD RAHMAN

INTRODUCTION .

materials. This is to be used for quality and productivity improvement specially the workers activity. ii. finishing section v. tools and other equipment in the furniture production department. working space. jigs and fixtures.TOOLS AND TECHNIQUE   Part of the important Industrial Engineering activities is to analyze the Job or Workplace. surface preparation or sanding section iv. This department includes different basic sections namely: i. machines.  . final assembly section vi. the parts preparation which has basic and advance machines. packing section. sub-assemblies and assembly section iii.

AGILE MANUFACTURING .

to share data on production capacities and problems particularly where small initial problems may have larger downstream effects. An enabling factor in becoming an agile manufacturer has been the development of manufacturing support technology that allows the marketers. and training to enable it to respond quickly to customer needs and market changes while still controlling costs and quality. the designers and the production personal to share a common database of parts and products. . tools.INTRODUCTION Agile manufacturing is a term applied to an organization that has created the processes.

MAIN PURPOSES It is a general position of manufacturing that the cost of correcting quality issues increases as the problem moves downstream.  Agile manufacturing is seen as the next step after Lean manufacturing in the evolution of production methodology.  so that it is cheaper to correct quality problems at the earliest possible point in the process.  .

AGILE MANUFACTURING STRATEGIES AND TECHNOLOGIES .

 To design things quickly based on those individual needs.  To put them into full scale.  To respond to changing volumes and mix quickly.  . production quickly. quality .LIMITATIONS AGILE MANUFACTURING To determine customer needs quickly and continuously reposition the company against it‟s competitors.  To respond to a crisis quickly.

TOOL STRENGHTS More flexible Stresses the importance of being highly responsive to meet the „total needs‟ of the customer Increases the emphasis on speed of response to new market opportunities Virtual partnerships .

With Agile Manufacturing they will be able to develop new ways of interacting with our customers and suppliers. . They will be able to take advantage of the windows of opportunities that appear in the market place.CONCLUSION Agile Manufacturing will be capable of rapidly responding to changes in customer demand.

com/95art3.peterkeen. Paul.htm Agile Manufacturing: Gearing to meet demand. .html. Linkages http://www. 2.technet. T.htm D&ME. Linkages http://www. Pacific Northwest National Laboratory.stm Kidd. 5.pnl. 3.llnl.partnersforexcellence. http://www. Abair.html “Agile Manufacturing” linkages http://www. 4.gov/str/Burleson. http://www. Agile Manufacturing: Forging New Frontiers.cheshirehenvury.com/engbp003.REFERENCES 1.com/publications/ammaterial. Bob. Agile Manufacturing: Not Just Another Buzzword.gov/dme/agile/index.

COST OF QUALITY .

Why? When? . • Understanding cost of quality helps organizations to develop quality conformance as a useful strategic business tool that improves their product services and brand image .INTRODUCTION What? • COQ is a financial measure of the quality performance of an organization. • It is essentially a measure of lack of quality and can also be termed as cost of bad quality. • It can be used by shop floor personnel as well as a management measure and also be used as a standard measure to study an organization performance and can be used as a benchmarking indices.

KEY ELEMENTS FOCUSES IN STRATEGIC QUALITY MANAGEMENT Quality is defined from the customer´s point of view. Quality is linked with profitability on both the market and cost sides Quality is viewed as a competitive weapon Quality is linked with the strategic planning process Quality requires an organization-wide commitment .

QUALITY COST AREA • Prevention cost • Appraisal cost Cost of control Cost of failure of control • Internal failure cost • External failure cost .

CLASSIFICATION OF QUALITY COST Prevention cost Appraisal costs External failure costs Internal failure costs .

Being a cost measure . .COQ STRENGHT It provides a standard measure across the organisation & also inter-organisation. it is useful a shop floor as well as at management level. It built awareness of the important of quality. It identifies improvement opportunities.

LIMITATIONS OF COQ Much of the information is subjective Important costs are omitted from the report Overhead cost assignments to scrap and rework may be imprecise Variations in activity may reduce the comparability of quality costs from different periods Effort and accomplishment are probably not matched in a single reporting period .

CONCLUSION When the cost of achieving good quality increases. cost of poor quality decreases automatically. .

costofquality. Morse. Measuring quality costs. 1983. Cost and Management (July-August): 16-20 http://www.com/Knowledgecenter/qualitymanagement /cost_of_quality_examples.wikipedia.asp . 2.org/ http://en.qualityamerica.org/wiki/Quality_costs http://www. J. W. 3. 4.REFERENCES 1.

INNOVATION MANAGEMENT .

2003 .‟ Luecke and Katz. Innovation is the embodiment.DEFINITION „Innovation … is generally understood as the introduction of a new thing or method ... combination or synthesis of knowledge in original. relevant. processes or services. valued new products.

RELATED CONCEPTS      Creative destruction Invention Patent Research and development User innovation .

It provides incremental revenue and profit and also increases shareholder value. Innovation is important for the following reason :     It allows businesses to expand their customer base by refreshing the market with new and improved products . .MAIN PURPOSES Innovation is essential for business survival in highly competitive markets where it is increasingly difficult to differentiate products and services. It is a key component of competitive advantage and helps companies stay ahead of competitors before rivals‟ innovations take market share. It supports the ability to charge a premium.

This could include improvements in functional use. for example. Dell computers and global outsourcing . EasyJet.  Product/service innovation – introducing new goods or services that are new or substantially improved. Innovation is relevant in any organisation and can be applied in a number of different ways.. convenience or technical capabilities.  Business model innovation – changing the way business is done.CONTINUE.  Process innovation – implementing new or significantly improved production or delivery methods.

product design or promotion. practices and models. packaging. position. .  Supply chain innovation – improving the way that materials are sourced from suppliers or improving methods of product delivery to customers.  Marketing innovation – developing alternative marketing techniques to deliver improvements in price. Organisational innovation – creating or changing business structures.

My goal has been to help you attain a higher level of mastery." Mike Tyson The innovation system described here is intended to provide a comprehensive approach to a difficult. . challenging. and significant problem for organizations. your plan has prepared you to succeed.CONCLUSION “Everyone has a plan 'till they get punched in the mouth. and to guide you through the preparation of your own master plan so that when the punches start to fly. the problem of how to manage innovation in the face of excruciating change.

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