Chapter 12 Q1-18 not 2.6.12 pg496 1. Raw Material inventory‚ work in process inventory‚ maintenance/repair/operating supply (MRO) inventory‚ and finished goods inventory 3. Better forecasting‚ physical control‚ supplier reliability can result from appropriate inventory management policies abc guides development of those policies‚ idea is to establish policies that focuses resources on few critical inventory parts and not the many trivial ones222 4. Holding costs‚ ordering costs‚ setup costs
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idea of conducting a Kaizen event anytime a significant process issue was identified. Kaizen is based on a Japanese philosophy which means continuous change or improvement. Many manufacturers that embrace a lean methodology use a kaizen approach to continually tweak their processes. (Lean Thinking and Methods‚ 2011) It seemed like every time we had some supplier complaint or a supply disruption‚ we conducted some team inspired problem solving. Some of the kaizens worked well‚ others did not.
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Chapter 1 Operations Strategy and Global Competitiveness Multiple Choice 1. A purposeful collection of people‚ objects‚ and procedures for operating within an environment is known as a(n): a) Operation b) Sub -system c) System d) Sub-operation Answer: c Difficulty: Easy Response: See page 7 Reference: Operations 2. Which of the following is among the six major elements of a production system? a) Inputs b) Output c) Monitoring and legislative compliance d) Only A and B Answer:
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A Continuous Improvement process is an incremental and ongoing approach to improve products‚ processes or services. These efforts generally seek to achieve incremental improvement over time or try to achieve breakthough improvement as an immediate result. Delivery processes are constantly evaluated and improved to increase their efficiency and effectiveness. W.Edwards Deming‚ a poineer in the field of quality saw it as part of the system whereby feedback from the customer is taken and evaluated against
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Assignment 4 Dissertation Review By Gary Evan Mair An assignment submitted in partial fulfillment of the requirements for DISS-725 course as part of the degree of Doctor of Philosophy in Information Systems Graduate School of Computer and Information Sciences Nova Southeastern University DISS-725- The System Development Process Fall 2013 Professor: Dr. Yair Levy Due: December 10‚ 2013 2013 Title of the Dissertation: Responsibility Factors of Reducing Inefficiencies
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Case: Quadrant Homes Applies Lean Concepts in a Project Environment 1. Consider the three value disciplines described by Treacy and Wiersema. Create a two-by-three table in which you name and describe the three value disciplines in the left column. In the right column‚ describe what Quadrant does to support each one. Below the table‚ write a few sentences in which you take a position regarding which value discipline best describes Quadrant’s highest priority. Defend your reasoning. Value Disciplines
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Just-In-Time Concept. Just-In-time manufacturing‚ or JIT‚ is a management philosophy aimed at eliminating manufacturing wastes by producing only the right amount and combination of parts at the right place at the right time. This is based on the fact that wastes result from any activity that adds cost without adding value to the product. The goal of JIT‚ is to minimize the presence of non-value-adding operations and non-moving inventories in the production line. This will result in shorter throughput
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Many companies have tried to understand and replicate the production process at the various Toyota facilities‚ but until you stop just looking at the surface and take a deeper look you won’t fully understand all the positive aspects to the production line. Toyota is known for their distinctive practices and precision work throughout the years and their amazing use of internal benchmarking to help the company continue to move forward. Because of the positives within the company’s dynamics Toyota
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long-run Overall demand for delivery-only is fairly constant throughout the year - absorb any schedule changes demand for delivery-only fairly constant Overall More inventory/ capacity slack dueis to a lean systemthroughout the year - absorb any schedule changes More inventory/ capacity slack due to a lean system Collaborating with reliable suppliers Collaborating Better quality with reliable suppliers Better quality More future customers More future customers Question 2. What‚ if any‚ are the
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What are the problems in this case? The problem is financial mismanagement whereby there is higher consumption. This is very an understandable because there have been 30% more consumed in office supplies‚ a 25% increase in staff and 23% of the purchased medical supplies discarded for their expiration. What are the possible causes and contributing factors of each problem? The cause of the problem is the increase in the staff expenses‚ pharmacy management and office supplies. I think the factors include
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