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Production, Planning and Control, Quality & Manufacturing Philosphies Flashcards

1
Q

Define a plan.

A

A description of what is intended to happen in the future

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2
Q

Define control

A

The process of dealing with changes in the variables underpins a plan.
Tip: Don’t have a “static” plan have one that varies with outcomes

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3
Q

What are the styles of plans for:

  • Low volume, high variety
  • High volume, low variety
A

Low volume, high variety:
horizontal is very short and very detailed with events about to happen.

High volume, low variety: the horizontal is very long, plans will be aggregated and most decisions will be about the volume of things to be delivered

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4
Q

What are the three main aspects of planning and controlling a manufacturing project?

A

1) Sequencing- In what order?
2) Scheduling- When?
3) Monitoring and Control- Is it going to plan?

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5
Q

What is “capacity planning”?

A

Based on the estimates of demand on the capacity of stock, production, etc

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6
Q

What is dependent demand and independent demand?

A

Dependent demand- Relatively predictable, major issue is ensuring that demand can be met, mostly business to business.
Independent demand- Relatively unpredictable, major issue is predicting what the demand will be, often retail.

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7
Q

What is forecasting demand?

A
  • A major sales and marketing function.
  • Needs to be expressed in production terms
  • Needs to give an indication of uncertainty and variability (e.g seasonal)
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8
Q

How do you measure capacity for?

Hint:batches, dependents,

A
  • Relatively clear cut for mass production.
  • Batch or jobbing type environment this is rarely clear cut, as the capacity will depend on the product mix.
  • Depend on how effectively manufacturing resources are used.
  • Normal measure of this is the overall equipment effectiveness (OEE).
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9
Q

What is overall equipment effectiveness based n? (OEE)

Hint: SPEED

A

1) Availability losses
2) Quality losses
3) Speed losses

OEE = ALQLSP

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10
Q

What is availability losses?

A

When equipment is available but not working or is not available as a result of set-up, changeover or breakdown.
For calculation DO NOT include break time
E.G 8 hours with 45-minute break = 7.25 hours available to lose

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11
Q

What is quality losses?

A

Time lost making parts not of an appropriate standard.

=Parts used/Total parts

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12
Q

What is speed losses?

A

Time lost to not operating at optimum work rate.

Parts made) / (Parts per unit time X Time running

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13
Q

What are the three systematic approaches to mismatches between demands and capacity?

A
  • Level Capacity Plan
  • Chase Demand
  • Manage Demand
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14
Q

What is Level capacity?

A
  • Having stock sightly above the required amount so that when stock levels need to increase there is a surplus.
    Good for product that a small increase at a specific point yearly.
    Slide 14
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15
Q

What is chase demand?

A

Using flexible working and subcontracting to adjust capacity to demand.

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16
Q

How do you manage demand?

A

Normally through differential pricing.

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17
Q

What are the six common approaches to sequencing?

A
  • Customer priority (Friends First!)
  • Due date (First due date first)
  • Last-in First-out ( Job that come in first last out?[dead])
  • First-in First out ( Job that comes in first first out)
  • Longest operation time (Do longest job first)
  • Shortest operation time (Do shortest job first)

Hint: Shortest operation tends to be the best bust customer priority most common (AMAZON)

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18
Q

What are the two main categories for scheduling?

A
  • Finite which is used by software and takes into account capacity etc
  • Infinite is a more traditional approach and assumes infinite capacity and seeks to manage it.
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19
Q

What is the traditional approach for inventory management?

A

Economic order quantity (EOQ)- is bases ideas on the observation that inventory costs money to store and the unit costs reduce with the volume.
23.1 part 2 slide 3

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20
Q

What are some of the limitation of EOQ?

Hint: Isolation

A

Business drivers:

  • Rate of use
  • lead time
  • Safety stock levels

Control of control (What is/isn’t in your control:

  • Volume
  • Value
  • Obsolescence risk
  • Certainty of supply
  • Criticality of parts
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21
Q

What is lead time?

A

The time takes for the order to arrive.
As shown on the graph the time taken after the stock level drops below the desired level.
Should arrive before safety stock level is reached.

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22
Q

What are enterprise resource planning systems?

A

How organisations to store, analyse and use information from all parts of their business.
Covers production, finance, sales&marketing, customer relations, purchasing, maintenance, HR, logistics, project management etc

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23
Q

What is material resource planning (MRP)?

How does it relate to “master production schedule” (MPS) and bill of materials (BOM)?

A

Works from customer orders to create a master production schedule MPS and then use the bill of materials to plan the order of raw materials or sub-assemblies at the time and in the quantities required

24
Q

What is Quality?

A

“Consistent conformance to customer expectations”.

  • Perspective dependent
  • Only people qualified to judge quality are customers!
25
Q

What is the 4 costs of quality?

A

1) Prevention costs
2) Appraisal costs
3) Failure costs
4) Lost opportunity cost

26
Q

What is prevention costs?

A

The cost of quality assurance and quality management

27
Q

What is appraisal costs?

A

Cost of assessing goods and materials on arrival

28
Q

What are failure costs? (internal and external)

A

Internal- the cost of fixing errors identified before shipping e.g rework or scrap
External: return and repair costs, warranty, product liability

29
Q

How is quality accredited?

A

An organisation documents its quality policy and relates this to the needs of customers and other stakeholders.
Quality is assessed in product development, assessment in manufacture and how training can be improved.
Organisation are audited to how well they comply to their quality management procedures.

30
Q

What is ISO9001?

A

Most widely known management tool.

31
Q

What is the Quality Function Deployment? (QFD)

A
  • The “voice of the customer”.

Uses “House of quality matrices” to map customers’ attributes to product features and functions, in order to keep the effort focused on the customer requirements.

32
Q

What are Failure Modes and Effect Analysis? FMEA

A

Identifies:

  • Possible failure modes
  • Potential effect of failure
  • Potential causes of failure
  • Controls to prevent failure

Then ranks:

  • Occurrences
  • Severity
  • Detectability.
33
Q

What is statistical process control? SPC

A

Uses sampling to define quality control limits on a process.
Samples taken from when the process is in control and known to be running normally.
Uses construct charts which show when processes are running normally.

34
Q

What is the method for constructing a simple control charts?

A
  • Sample n consecutive parts
  • Measure parameter of interest (x): such as length, mass, mechanical properties
  • Calculate mean and standard deviation
  • Construct upper and lower control limit
  • Continue to sample and measure and plot o a chart like that overleaf
35
Q

What is the range on the statistic process control chart useful for?

A
  • To sample n consecutive parts and look at the range (R=x(max)-x(min) and how it varies from batch to batch.
  • In this case the plot the mean range (x), and again develop UCL amd LCL
    w+-3σ
36
Q

What is process capabilities used for?

A
  • Measures the acceptability of the variation in a process.
  • Calculate upper tolerance level and lower tolerance level.
  • Cp = (UTL-LTL)/6σ
37
Q

What is Just-in-time seven goals?

A

1) Zero inventory
2) Zero defects
3) Zero set-up time
4) Lot size of 1
5) Zero Lead time
6) Zero parts handling
7) Zero breakdowns

38
Q

What are the seven wastes in just-in-time?

over under

A

1) Overproduction
2) Waiting
3) Unnecessary motion
4) Transporting
5) Unnecessary inventory
6) Defects
7) Transporting

39
Q

What is Kaizen?

A

Everyone from CEO to shop floor should be trying to improve
Encourage people to measure organisations to measure what they are doing
Opposite to command and control approach

40
Q

What are the 5S in Japan?

LEGO

A

1) Sort: classify everything by frequency
2) Simplify: place everything in its place!
3) Sweep: Cleaning is checking
4) Standardise: Develop standard methods for working
5) Sustain: Improve standards

41
Q

What is Total Quality Management (TQM) and Total Production Maintenance (TPM)?

A

Total Quality Management (TQM)- Improvement practices are fully embedded within an organisation in a long term programme
Total Productive Maintenance (TPM)- focussing on maximising equipment availability

42
Q

What is Single minute Exchange of Die? (SMED)

A

SMED approaches this systematically to reduce changeover times, so that machines are available as much as possible for productive work.

43
Q

What are some criticisms of Just-In-Time? (JIT)

A

Somebody has to hold stock somewhere if supply chains are to be flexible and so the stick is still there just further down the supply chain
High volatility can cause sales issues: price, quality of input materials, demand or supply

44
Q

What is the Optimised Production Technique? (OPT)

Say “OPT”

A

In practice uses simulation tools to systematically identify bottlenecks and constraints and remove them.

45
Q

What are the rules for Optimised Production Technique? (OPT)

A
  • Transfer batch may not (should not) equal the process batch
  • Process batch should be variable not fixed [Batch size established for bottleneck]
  • Lead times are the result of a schedule and cannot be predetermined
  • Schedules should be assembled by looking at all constraints simultaneously
46
Q

What are some of the criticism of Optimised Production Technique? (OTP)

A
  • Main criticism that on software-driven command and control approach, rather than a workplace centred, visual control system, although many of its rules an be applied without using the software based approach
47
Q

In the stead state average output will be _____ than average capacity?

A

Less than

48
Q

What is Little’s “Law”?

A

WIP = throughput x flow time

49
Q

How does variability early/later in routing effect the output?

A

Early decreases productivity much more than if variability is later.

50
Q

How does the increase in utilisation of resources affect WIP and lead time?

A

Increase WIP and lead time in a non-linear fashion

51
Q

What will happen if variability in production system?

A

Buffered by inventory and capacity or time

52
Q

What does lean time build on?

What are the fire basic principles of Lean Time?

A

Lean Time on Just-In-Time
Five Principles:
- Specify values from a customer perspective
- Identify the value stream
-Make value flow- reduce batch sizes and queues and focus on value adding activity
-Having set up the framework for flow, let customer pull define the short term demand
-Perfect system- continuously improve

53
Q

What does value stream mapping?

A
  • A systematic technique of capturing information about what happens to products as they are processed
  • Seeks to identify all the points at which value is added, and all the non value adding steps in order that the production process can be re-focussed on the value adding activities
  • Uses JIT, OPT and factory physics principles
54
Q

What are the benefits of lean manufacturing?

A
  • Gives local actions for an optimised whole
  • Values visibility and simplicity
  • Is people centred
55
Q

What are some criticisms of lean manufacturing?

A
  • Purely focussed on waste reduction, which means that they don’t necessarily have a customer focus, and lose sight of “flexible”
  • Same as criticism Just-In-Time
56
Q

What is agile manufacturing?

A

Focused on rapid response to the customer and turning speed and agility into a key competitive advantage.

57
Q

What are the main focuses of the follow manufacturing:
JIT
OPT&FP
Lean

A

JIT- focusses on removing inefficiency
OPT&FP focusses on increasing throughput
Lean focusses on value

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