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  • Quality Management - QMTG14-4: Session 08 Inspection (Continued) + VSM (Continued)

    Transféré par

    Arghya Mukherjee
    18 vues8 pages
    The document discusses several topics related to quality management including inspection costs, value stream mapping, and level scheduling. It describes the costs associated with inspection including sample size, defective costs, and inspection costs. It then continues discussing value stream mapping, describing how to send customer schedules to only one production process to reduce work-in-process inventory. Finally, it compares traditional scheduling to level scheduling, explaining how level scheduling distributes production evenly over time at the pacemaker process.

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    Titre original

    QMTG14-4 - Session 08

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    The document discusses several topics related to quality management including inspection costs, value stream mapping, and level scheduling. It describes the costs associated with inspection including sample size, defective costs, and inspection costs. It then continues discussing value stream mapping, describing how to send customer schedules to only one production process to reduce work-in-process inventory. Finally, it compares traditional scheduling to level scheduling, explaining how level scheduling distributes production evenly over time at the pacemaker process.

    Droits d'auteur :

    © All Rights Reserved
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    18 vues8 pages

    Quality Management - QMTG14-4: Session 08 Inspection (Continued) + VSM (Continued)

    Transféré par

    Arghya Mukherjee
    The document discusses several topics related to quality management including inspection costs, value stream mapping, and level scheduling. It describes the costs associated with inspection including sample size, defective costs, and inspection costs. It then continues discussing value stream mapping, describing how to send customer schedules to only one production process to reduce work-in-process inventory. Finally, it compares traditional scheduling to level scheduling, explaining how level scheduling distributes production evenly over time at the pacemaker process.

    Droits d'auteur :

    © All Rights Reserved
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 8

    Quality Management QMTG14-4

    Session 08 Inspection (Continued) + VSM


    (Continued)

    Costs Related to Inspection

    Number of items in lot = N


    Number of items in sample = n
    Proportion of defective in lot = p
    Damage cost incurred if defective reaches customer = A
    Inspection cost per item = I
    Probability that producer will accept the lot using
    sampling plan = Pa
    If rejected All remaining samples are inspected
    Find cost of
    100% Inspection/ No Inspection/ Sampling
    Compare costs Deming kp rule
    Dipankar Bose - XLRI

    VSM (Continued)

    Dipankar Bose - XLRI

    Future State Pacemaker

    Pacemaker
    Try to send the Customer Schedule to only one
    Production Process
    No supermarket downstream to pacemaker

    Why would we want the customer schedule to


    Only go to only one point in the production process

    How can we flow information so that


    One process will make only
    What the next process needs
    When it needs it
    Dipankar Bose - XLRI

    Traditional Scheduling vs. Level


    Scheduling
    Traditional Scheduling

    Level Scheduling

    Daily Production

    Daily Production

    Mon 4000 Part D


    Tue 4000 Part D

    Part D

    Thu 4000 Part C


    Fri

    Part B 600
    Part D
    Part A
    Part B
    Part C

    Wed 4000 Part D


    Part D

    Part A 200

    Part A
    Part B
    Part C

    Part C 800
    Part D
    Part A
    Part B
    Part C

    3000 B 1000 A

    Part D 2400
    Part D
    Part A
    Part B
    Part C

    Part D

    Part D
    Part A
    Part B
    Part C

    Part C

    Part D

    Part B & A

    Mon.

    Tue.

    Wed.

    Thu.

    Fri.

    Mon.

    Tue.

    Wed.

    Thu

    Fri.

    Dipankar Bose - XLRI

    Pacemaker and Leveling

    Leveling
    Small Lot Production
    Distribute the Production mix of products evenly over
    time at the Pacemaker Process
    Release and take away only small, consistent increments of
    work at the Pacemaker Process
    Load Leveling Box Heijunka
    How Pace Withdrawal works?
    Develop the ability to Make Every Part Every time in the
    processes upstream of the pacemaker process
    Time Day > Shift > Pitch > Takt
    SMED
    Dipankar Bose - XLRI

    VSM Disadvantages

    Fails to handle multiple products that


    Do not have identical maps
    Fails to relate
    Transportation and Queuing delays/ Changes in
    transfer batch sizes due to poor plant layout
    Lacks any worthwhile economic measure for value
    Which makes it similar to the Flow Process Charting
    technique used by IEs
    Tends to bias a factory designer to consider only
    Continuous flow/ Assembly line layouts/ Kanbanbased Pull scheduling
    Suitable mainly for HIGH volume and LOW variety
    Dipankar Bose - XLRI

    VSM Disadvantages Continued

    Fails to consider the allocations and utilization of an


    important resource
    Factory floorspace for WIP storage/ Production
    support/ Material handling aisles
    Fails to show the impact on WIP, order throughput and
    operating expenses of in-efficient material flows in the
    facility
    Fails to handle complex BOMs that translate into
    Branched and multi-level Operation Process Charts and
    Flow Diagrams for the products
    Fails to factor queuing delays, multi-order sequencing
    rules, capacity constraints, etc. into a map
    Dipankar Bose - XLRI

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