Question One
- Craft production system
One of the main advantages of craft production systems is that even if the volume of production is low, the products fetch very high prices. Additionally, the quality of the products is high because the process is coordinated by the owner while he is directly in contact with the customers, contractors and workers. This notwithstanding, the production can only be owned by the rich because it is capital intensive. The quality of the products is still unpredictable because all products are essentially prototypes.
- Mass production systems
This system is advantageous in that it leads to reduced cycle time. This is because its standardized work approach identifies the easiest and best approach to getting a job done. The major disadvantage of this production system is the fact that it may suffer failures, especially when the workers lack the know how to plan their work. The system does not involve as only one person directs operations. As such, an error by this person are propagated into all stages of the production process. The system does not motivate employees.
- Ford production system
This production system has advantages over the others because it reduces the amount of effort that is needed to assemble a vehicle. Unlike the craft production system, ford production system reduced the expenses involved in part fitting. The cost passed to the customer was reduced by two-thirds when compared to the craft production system. One of the disadvantages is that due to the separation of the of the planning and production functions, lack of coordination might arise. The system also leads to alienation of workers because of the work load.
- Lean production systems
This production system is perhaps the most appropriate for companies operating on limited resources. This is because the system maximizes on the resources by reducing wastes. The production system also emphasizes on efficiency, hence a boost for customer relations because the lead times and cycle times are reduced. One disadvantage that companies have leveled on the production system is the fact that fragmented request low volumes of different products. Without an inventory, companies using this production system might face challenges meeting the order requirements.
Question Two
Muda as used in lean manufacturing is a Japanese word used to describe wastage. In production terms, the term describes all the activities for which the customer does not want to pay. The different kinds of muda include corrections, conveyance, waiting, overprocessing, inventory, overproduction, motion, knowledge disconnection.
Examples of the 7/8 kinds of muda in the university system
- Motion:
- Movements from one lecture hall to another since universities are located in extensive pieces of land.
- Machine elements where some machines used are outdated, hence a slow pace of execution.
This muda can be reduced by improving the ergonomics in the university system. This will increase safety, quality and productivity.
- Waiting:
- Delays in the processing of financial records for students.
- Delays in accessing certain facilities like libraries where these facilities are inadequate.
This muda can be reduced by improving the efficiency of system processes, for instance by automating certain processes.
- Transportation:
- Processes that are delivered in different buildings within the university system
- Inefficiencies resulting from the ineffective layout of the physical infrastructure in the university system.
This muda can be eliminated by providing many processes in the same building and considering the effectiveness of the layout when additional physical infrastructure is being constructed.
- Correction
- Corrections resulting from vandalism by students.
- Makeup classes and examinations resulting from truancy on the part of students.
This muda can be eliminated by establishing and implementing strong policies in time management and passing on the costs of repair to the students in case of vandalism.
- Overproduction
- Maintaining a huge work force in the university system.
- Hidden problems within the university system.
This muda can be reduced by troubleshooting and reforming the human resource in the university system.
- Knowledge disconnection:
- Temporal disconnects between the students and the university’s management.
- Horizontal disconnects between the various departments so that each department is pursuing divergent objectives.
This muda can reduce from the highest point in the on the power hierarchy my galvanizing the operations of the university with a common philosophy.
- Processing
- Use of paperwork at every point of the service delivery.
- Delays in the delivery of services
This muda can be reduced by adopting e-services where applicable, as well as reforming processes in order to identify bottlenecks and eliminate them.
Question Three
Principles of lean operating systems
- Elimination of wastes: this principle calls for all activities that do not create value for the organization. One of the uses of this principle during manufacturing is seen in policies that reduce or eliminate the waiting time. Additionally, this principle inspires the elimination of overproduction practices during manufacturing. The principle is also used in the restructuring of human resources to ensure that there are no deficits in labor or surpluses in the manufacturing process.
- Reducing of costs: this principle requires that processes in manufacturing are simplified in addition to improvements of plant efficiency in order to reduce the costs. In order to improve efficiency, manufacturing plants automate the manual processes where possible. This principle is also enforced by scrapping activities that are redundant in the manufacturing process. Manufacturing plants are also seeking to remove inventory in order to reduce the costs that arise from wastages.
- Increasing speed and response: this principle calls for the improvement of process design so that responses to the needs of the customer and competition are efficient. During manufacturing, this is done by managing manufacturing processes in order to solve arising problems and absorb any deviations. This is also done by reducing the lot wait time. Finally, this is done by reducing the time required for a machine that has multiple uses to change over.
- Improvements in the quality: this principle recognizes the effect that the poor quality has on the manufacturing process. Essentially, poor quality leads to wastages. Manufacturing plants enforce this principle by ensuring that only quality raw materials are used in the manufacturing process. Additionally, control checks are installed at particular points in the production chain in order to ensure that the quality of the product is ensured. Finally, manufacturing plants rework the products that do not meet the quality threshold required so that the quality of the product are improved and wastages are eliminated.
Question Four
Total time = Replenishment time = planning time + queue time + production time + delivery time.
= 20 h + 20 h + 15.8 h + 3 h
= 58.8 hours
Rate of production = 1200/15.8
= 75.9
Approximately 76 units per hour
= (58.8 x 76) (1+ 0.05) / (30)
=4468.8 (1.05) /30
= 156.408
Safety stock
For 99% on-time delivery sigma is 2.33
Safety stock is sigma x standard deviation
= 2.33 x 45
=104.85
=105 units
=105/30
= 3.5
Buffer Stock
At 99% certainty, sigma is 2.33
Buffer stock = 2.33 x 185
=431.05
=431 units
=431/30
=14.36
Question Five
Just-In-Time operation systems philosophy emphasizes on the production of the required item at the right time and in the required quantity. This concept was in response to issues including increasing competition, rapid changes in technology, falling or fixed prices of products, demand for different products in low volumes, high capital costs in production and the demand for more involvement by able workers. This operating system is necessary because it is difficult to monitor the actual levels of inventory, and part-shortage may happen in the inventory and complexities in material requirements planning.
In lean manufacturing, the principle involved it to reduce inventory and to finally eliminate it. This is because it costs the company to maintain an inventory. Instead, the place of the inventory is taken by the pull system. This system requires that a product is produced only when it is required by the customer. After withdrawal of the product, the manufacturing team can plug any gaps left with other products. Inventory management in the university system and that of the industry is different. In the industry, inventory management endeavors to reduce hoarding of products in warehouses waiting for changes in demand in the market. Instead, industries maintain a depleted inventory and only schedule production when the market forces trigger the need for production.
On the other hand, the university environment is more ‘ideal’ in a way that in the industry. In this regards, inventory management is different in that the university will maintain a large inventory. This is also because of the fact that the university consumer, unlike the industry. As such, the purchase is done when conditions in the market are right. During this time, the products are purchased in bulk.
References
Dennis, Pascal. Lean Production Simplified: A Plain Language Guide to the World's Most Powerful Production System. New York: Productivity Press, 2007. Print.
Wilson, Lonnie. How to Implement Lean Manufacturing. New York: McGraw-Hill, 2010. Print.
