Abstract: Engineering information delivery can be a source of inefficient communication of design‚ leading to construction rework and lower worker morale. Due to errors‚ omissions‚ and misinterpretations‚ there remains a great opportunity to improve the traditional documentation of engineering information that craft professionals use to complete their work. Historically‚ physical three dimensional (3D) models built by hand provided 3D physical representations of the project to assist in sequencing
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GUST Gulf university of since and technology Professor Yunus Kathawala Operations MGMT 571 Final Exam Question 1: Chapter 8 Explain any 3 major elements of “lean management” that were discussed in class. Contrast the 3 of them to the so called traditional approach. Which one of them that best applicable to a firm in Kuwait? Please explain: Answer: Lean management is an operation system that maximizes the value added each of the company activities by removing waste and delays‚ there are 3
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ECONOMIC CASE FOR QUALITY Measuring the Cost of Quality For Management by Gary Cokins T he quality movement has used the term cost of quality (COQ) for decades. But few organizations have actually adopted a reliable and repeatable method for measuring and reporting COQ and applied it to improve operations. Is the administrative effort just not worth the benefits‚ or is there a deeper problem with the methodology for measuring COQ? What COQ Should Do At an operational level‚ quality
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Nonprofits exist to serve the public‚ therefore their only value truly resides in their ability to effectively accomplish their public-serving mission. The Strategic Change Cycle exists as a systematic method to ensure that the nonprofit is actually achieving their goals and providing public value in the most efficient and effective manner possible First and foremost‚ for an NPO to have public value‚ their mission must be precise‚ focused‚ and provide an actual benefit to the public. Otherwise‚
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c M t y - B a s e d Costing (ABC)‚ Just-in-Time (JIT)‚ T otal Quality M anagement (TQM)‚ a nd Quality Costs b I . .ITY-BASED COSTING Many companies use a traditional cost system such as job-order costing or process costing‚ or some hybrid of t he two. Using the traditional methods of assigning overhead costs to products using a single predetermined overhead rate based on any single activity measure can produce distorted product costs. The growth in the automation of manufacturing
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(some firms refer to it as a stage-gate process): o Opportunity Identification and Selection o Concept Generation o Concept/Project Evaluation o Development o Launch - Advantages of this process: o Improvement in product teamwork o Less rework o Greater success rate with new product o Earlier identification of failures o Improved launch o 30% shorter cycle times - Overlapping phases occur in the process because there is much pressure for firms to accelerate time to market for new products
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available labour = 20*8*21.6 = 3456 hrs Actual labour hours used = 1531.7 hrs Capacity Utilization = Actual labour hours used/ Maximum labour hours available = (1531.7/3456) * 100 = 44.32% This figure does not include the time taken by labour to rework on the parts rejected or returned by the customer. Hence‚ the actual labour utilization would be more than the above calculated figure. However‚ we believe that the above time signifies the actual time spent by labour in producing or working on new
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population. Sometimes that which defines a population is obvious. For example‚ a manufacturer needs to decide whether a batch of material from production is of high enough quality to be released to the customer‚ or should be sentenced for scrap or rework due to poor quality. In this case‚ the batch is the population. Although the population of interest often consists of physical objects‚ sometimes we need to sample over time‚ space‚ or some combination of these dimensions. For instance‚ an investigation
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The different departments seemed to be more concerned with completing their piece of the project‚ rather than the completion of the product as a whole. There was also a lack of communication between the departments. These issues resulted in a lot of rework and below quality products being shipped out. Omega’s president‚ Jim Rawls wanted all of his employees to work together. This worked strategy worked in the Omega Company’s favor. The Omega group was able to come together and strategize about how
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working with teams across different locations‚ I assumed various information that was common sense/general knowledge to me but wasn’t the same for the other team members. This led to different interpretation of the task at hand and hence required rework when all assumptions were cleared. I now know the importance and
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