1.20 Modern Industrial and Commercial Practice Flashcards
(24 cards)
Describe scale of production
The use of particular manufacturing methods to suit the anticipated volume of sales
Describe bespoke (one-off) production
Products that are designed and manufactured to individual specifications
Describe batch production
The manufacture of groups of products to increase efficiency and economy
Describe mass production
Making large numbers of products in highly mechanised factories
Describe division of labour
Organising a manufacturing workforce with specialists executing each task
Describe line production
line production refers to a manufacturing method where a product is assembled in a sequence of steps along a production line. Each worker or machine is responsible for one specific task in the process, and the product moves from one station to the next until it’s finished.
Key features of line production:
Repetitive and efficient – ideal for mass production of identical items.
High setup costs, but low cost per unit once running.
Specialised labour or machinery at each stage.
Examples: cars, electronics, or packaged food.
Describe unit production systems (UPS)
Unit Production Systems (UPS) are a type of manufacturing system used mainly in the textile and garment industry, but the concept can apply to other sectors as well. It’s a computer-controlled, mechanised system that moves individual units of a product (like a shirt or dress) through various stages of production.
How UPS Works:
Garments or components are hung on a conveyor system or carrier.
Each unit moves automatically from one workstation to the next, where a specific operation (like stitching or hemming) is completed.
Sensors or computers track the movement and progress of each unit.
UPS advantages and disadvantages
Advantages:
Efficient flow of work – minimal handling between workers.
Real-time tracking of production status.
Reduces bottlenecks because the system can reroute items.
Helps maintain consistent quality.
Improves workflow organisation and saves time.
Disadvantages:
High initial cost to install the system.
Requires training and maintenance.
Not ideal for very small production runs or high customisation.
Describe quick response manufacturing (QRM)
Quick Response Manufacturing (QRM) is a production strategy focused on reducing lead times across all aspects of manufacturing and business operations. It’s especially useful for low-volume, high-mix, or customised products.
Key Principles of QRM:
Time as a competitive advantage – The main goal is to cut the time between receiving an order and delivering the product.
Cellular manufacturing – Work is done in flexible, cross-trained teams (or “cells”) rather than traditional departments.
Batch size reduction – Smaller batches mean less waiting and faster response.
Cross-functional teams – Employees are trained to perform multiple roles to speed up processes.
QRM advantages and disadvantages
Advantages:
Faster response to customer orders and changes.
Lower inventory levels due to smaller batches.
Improved quality from focused, empowered teams.
Increased flexibility – great for custom or varied products.
Disadvantages:
Requires investment in training and restructuring.
Not ideal for mass production of identical items.
May lead to higher per-unit costs compared to traditional methods.
Describe vertical integration/vertical in-house production
Vertical integration (also called vertical in-house production) is when a company controls multiple stages of the supply chain — from raw materials to final product — within the same business. In Design and Technology, this means the company doesn’t outsource; instead, it handles production, assembly, packaging, and sometimes distribution itself.
Types of Vertical Integration:
1. Forward integration – The company moves closer to the customer (e.g., a manufacturer opening its own retail stores).
- Backward integration – The company takes control of suppliers (e.g., a furniture company buying its own timber mill).
Vertical in-house production advantages and disadvantages
Advantages:
Better quality control across production stages.
Lower long-term costs by removing the “middleman.”
Faster turnaround times and delivery.
Greater security over supply and materials.
Disadvantages:
High initial costs to set up multiple production stages.
Less flexibility – harder to adapt if market demand changes.
Complex management – more parts of the business to oversee.
Describe modular/cell production
Modular production, also known as cell production, is a manufacturing method where the production line is divided into small, self-contained units (called cells). Each cell is responsible for completing a specific section of the product or sometimes the entire product, depending on complexity.
How It Works:
Each cell consists of a small team of multi-skilled workers and the tools they need.
Workers are often responsible for quality checking their own output.
The team works collaboratively, rather than following a strict, linear sequence like in traditional line production.
Cell production advantages and disadvantages
Advantages:
Improved motivation – workers feel ownership of the product.
Flexibility – cells can be quickly reconfigured for new products.
Better quality control within teams.
Reduced waste and movement (lean manufacturing principles).
Disadvantages:
Requires skilled, well-trained workers.
Initial setup of cells can be complex and costly.
May not be as efficient for mass production as line production.
Describe Just-in-Time (JIT)
Just-in-Time (JIT) is a production and inventory management strategy where materials and components are delivered exactly when they are needed, rather than being stockpiled. This approach helps reduce waste, storage costs, and excess inventory.
How JIT Works:
Raw materials arrive only as required for production.
Finished products are made to meet actual customer demand, not forecasts.
Close coordination with suppliers is essential for timely deliveries.
Just in time manufacturing advantages and disadvantages
Advantages:
Lower storage and inventory costs.
Reduces waste (materials, time, space).
Increases efficiency and productivity.
Helps businesses be more responsive to demand.
Disadvantages:
Risk of delays if suppliers are late.
Little room for error – any disruption can halt production.
High dependency on reliable suppliers and transport systems.
Describe flexible manufacturing systems (FMS)
Flexible Manufacturing Systems (FMS) are highly adaptable production systems that use computer-controlled machines and automated systems to produce a variety of products with minimal changeover time. They’re designed to respond quickly to changes in product design, volume, or process.
Key Features of FMS:
Uses CNC machines, robotics, and automated material handling.
Controlled by a central computer system that coordinates operations.
Capable of switching between different products with little downtime.
Ideal for batch production or customised products.
FMS advantages and disadvantages
Advantages:
High flexibility – can quickly adapt to new designs or changes in demand.
Reduced downtime – less time lost in reconfiguring machines.
Efficient use of resources – machines and labour are used more effectively.
Supports mass customisation.
Disadvantages:
High initial cost for setup and equipment.
Requires skilled workers and technical support.
Complex maintenance and system management.
Describe standardised components
Standardised components are parts that are made to a common, consistent specification and can be used across multiple products or designs. They are usually mass-produced and interchangeable, which helps simplify manufacturing and repair.
Examples of Standardised Components:
Screws, nuts, and bolts
Electrical resistors and plugs
Zips, buttons, and press studs in clothing
USB ports in electronics
Standardised components advantages and disadvantages
Advantages:
Cheaper to produce in bulk (economies of scale)
Speeds up manufacturing and assembly
Easier to maintain and repair products
Helps ensure quality and consistency
Disadvantages:
Limited design flexibility – designers may have to work around the component
Can lead to generic-looking products
Dependence on suppliers for consistent stock
Describe bought-in components
Bought-in components are ready-made parts that a company purchases from external suppliers instead of manufacturing them in-house. These components are then assembled into the final product during production.
Examples of Bought-in Components:
Zippers bought by a clothing brand
Pre-assembled circuit boards for electronics
Engine parts supplied to car manufacturers
Prefabricated chair legs used in furniture design
Bought-in components advantages and disadvantages
Advantages:
Saves time and labour – no need to produce every part yourself
Reduces equipment costs
Allows manufacturers to focus on core design or assembly
Access to expertise and quality from specialised suppliers
Disadvantages:
Less control over quality and supply chain reliability
Possible delays if suppliers don’t meet deadlines
Can be more expensive over time than in-house production
Standardised parts may not fully match custom design needs
Describe sub-assembly
Sub-assembly is a stage in the manufacturing process where components or parts are first assembled into smaller sections or modules before being combined into the final product.
How it Works:
Individual parts (like screws, brackets, or circuit boards) are put together to create a sub-assembly (e.g., a car door, a computer motherboard).
These sub-assemblies are then moved to the final assembly line where the complete product is built by joining the sub-assemblies.
Sub-assembly advantages and disadvantages
Advantages:
Speeds up the final assembly process.
Makes quality control easier by testing sub-assemblies before final assembly.
Allows parallel production — different teams can work on sub-assemblies simultaneously.
Can improve flexibility and organisation in manufacturing.
Disadvantages:
Requires good coordination between different assembly stages.
Can increase inventory costs if sub-assemblies are stockpiled.
Potentially more complex logistics and management.
