DOMM01
MANUFACTURING MANAGEMENT
Assignment – I
Assignment Code: 2017DOMM01B1 Last Date of Submission: 15th November 2017
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. What is meant by quality assurance and by total quality control? How is each different from the modern concept of TQM?
2. Continuous improvement is process. Discuss the how PDCA, Value Analysis/Value Engineering, Process Engineering, contribute in the process of continuous improvement.
Section-B (50 Marks)
Case Study
A manufacturer buys cardboard boxes from a supplier. The annual demand is 36000 boxes and is uniformly distributed. The boxes cost $4 each. The estimated order cost is $6 and the carrying cost rate is 30%.
Case Questions:
a) What are the EOQ, annual order and carrying cost?
b) How many times in a year are orders placed, and what the average time, in weeks between orders is?
c) Consider the demand turns out to be 72,000 instead of 36000 boxes. If you had used the EOQ from part (a), what would be the annual order and carrying cost is? By how much does the cost increase compared to the cost estimated in part (a).
d) Based on your answer for part (c) what is implication on the sensitivity of EOQ model and what conclusions can be drawn?
DOMM01
MANUFACTURING MANAGEMENT
Assignment – II
Assignment Code: 2017DOMM01B2 Last Date of Submission: 15th November 2017
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. a) Elimination of waste is one of the cornerstones for JIT system of production. Discuss the
different waste and how does it help in bringing about a competitive strategy in manufacturing.
b) Discuss the pre-requisites that are necessary for implementation of JIT method of manufacturing.
2. a) What is group technology? What is its purpose? How is used in product design? How is it
used to form product families.
b) How does Focussed Factory combine the features of a product layout and a process
layout?
Section-B (50 Marks)
Case Study
Texas Instruments – Learning and Leading by Example.
The quality strategy at Texas Instruments’ Defence Systems & Electronics Group addresses the main areas illustrated in the figure given below. The first is the objective to please the customer, an objective that has been in place since the mid-1980s, but which nonetheless, Texas Instruments(TI) found challenging and frustrating to relate to its 14000 people at 10 work places.
The second main area comprises improvement thrusts generated as a result of TI’s application for the Baldrige Award in 1990. When TI entered the contest, management believed TI was already good, being the first and second in its markets. What shocked them was that the Baldrige report indicated 89 areas in need of improvement. Most of these areas now serve as a road map for changes needed and as an aid to developing the improvement thrusts.
The third area is performance metrics, the way TI sets goals and measures progress across the organization. Part of TI’s measurement success has been its employee’s ability to answer questions such as
• Who are my customers
• How do I know when I have pleased them?
• What is my error rate?
• What is my personal training plan?
• What am I going to do to improve my job?
To drive quality from the top, TI established a quality improvement team(QIT) of top managers that meets every week to discuss quality issues. From QIT meetings, management learned it is important to share all information with employees, even information previously considered confidential or for management only. Management must try to foster an environment where employees feel empowered, free to offer opinions, and part of the continuous improvement team. The president now makes site visits once a week and talks to employees.
TI also learned from Baldrige application the importance connectivity. For example, TI now bases its human resources initiatives on five areas from the Baldrige human resource category.
• Planning & Management
• Employee Involvement
• Education and training
• Performance and recognition
• Well-being and satisfaction.
TI named members of the QIT to oversee each of the initiatives in each of these categories and included them on its management team to encourage cross-functional planning and coordination.
Though TI has long had a team culture, the emphasis is on self-directed and self-managed teams. These new teams are intended to significantly reduce the number of levels of management in the organization.
In 1990 TI was averaging 3 days of training per person and about 25% of the workers had less than a day of training. Management thought this was OK until it looked at Motorola, which had a minimum of 40 hours and an average of 80 hours of training. TI management set a goal of a minimum 2 days training for every employee, with an increase of 1 day a year.
The key to employee development and quality improvement, TI management believes, is to lead by example. So management decided to attend the training first; this they believed would send a strong message to everyone about the importance of training. Management also decided it would set for itself twice the level of whatever training goal it set for employees to send the message that TI is a learning organization and everyone learns as a team.
Says Mike Cooney, Vice President and Manager, Quality Assurance, “The whole TQM program is driven by our need to sustain our competitive edge. We ask ourselves regularly whether what we are doing will give us sustained competitive advantage and satisfy our customers”.
Case Questions:
a) Explain how emphasis on Quality improves the productivity of the manufacturing activity.
b) Explain the process of TQM.
c) Explain how customer satisfaction is achieved through training.
d) Explain how to understand that the strategy being adopted on Quality is delivering the results.
MANUFACTURING MANAGEMENT
Assignment – I
Assignment Code: 2017DOMM01B1 Last Date of Submission: 15th November 2017
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. What is meant by quality assurance and by total quality control? How is each different from the modern concept of TQM?
2. Continuous improvement is process. Discuss the how PDCA, Value Analysis/Value Engineering, Process Engineering, contribute in the process of continuous improvement.
Section-B (50 Marks)
Case Study
A manufacturer buys cardboard boxes from a supplier. The annual demand is 36000 boxes and is uniformly distributed. The boxes cost $4 each. The estimated order cost is $6 and the carrying cost rate is 30%.
Case Questions:
a) What are the EOQ, annual order and carrying cost?
b) How many times in a year are orders placed, and what the average time, in weeks between orders is?
c) Consider the demand turns out to be 72,000 instead of 36000 boxes. If you had used the EOQ from part (a), what would be the annual order and carrying cost is? By how much does the cost increase compared to the cost estimated in part (a).
d) Based on your answer for part (c) what is implication on the sensitivity of EOQ model and what conclusions can be drawn?
DOMM01
MANUFACTURING MANAGEMENT
Assignment – II
Assignment Code: 2017DOMM01B2 Last Date of Submission: 15th November 2017
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. a) Elimination of waste is one of the cornerstones for JIT system of production. Discuss the
different waste and how does it help in bringing about a competitive strategy in manufacturing.
b) Discuss the pre-requisites that are necessary for implementation of JIT method of manufacturing.
2. a) What is group technology? What is its purpose? How is used in product design? How is it
used to form product families.
b) How does Focussed Factory combine the features of a product layout and a process
layout?
Section-B (50 Marks)
Case Study
Texas Instruments – Learning and Leading by Example.
The quality strategy at Texas Instruments’ Defence Systems & Electronics Group addresses the main areas illustrated in the figure given below. The first is the objective to please the customer, an objective that has been in place since the mid-1980s, but which nonetheless, Texas Instruments(TI) found challenging and frustrating to relate to its 14000 people at 10 work places.
The second main area comprises improvement thrusts generated as a result of TI’s application for the Baldrige Award in 1990. When TI entered the contest, management believed TI was already good, being the first and second in its markets. What shocked them was that the Baldrige report indicated 89 areas in need of improvement. Most of these areas now serve as a road map for changes needed and as an aid to developing the improvement thrusts.
The third area is performance metrics, the way TI sets goals and measures progress across the organization. Part of TI’s measurement success has been its employee’s ability to answer questions such as
• Who are my customers
• How do I know when I have pleased them?
• What is my error rate?
• What is my personal training plan?
• What am I going to do to improve my job?
To drive quality from the top, TI established a quality improvement team(QIT) of top managers that meets every week to discuss quality issues. From QIT meetings, management learned it is important to share all information with employees, even information previously considered confidential or for management only. Management must try to foster an environment where employees feel empowered, free to offer opinions, and part of the continuous improvement team. The president now makes site visits once a week and talks to employees.
TI also learned from Baldrige application the importance connectivity. For example, TI now bases its human resources initiatives on five areas from the Baldrige human resource category.
• Planning & Management
• Employee Involvement
• Education and training
• Performance and recognition
• Well-being and satisfaction.
TI named members of the QIT to oversee each of the initiatives in each of these categories and included them on its management team to encourage cross-functional planning and coordination.
Though TI has long had a team culture, the emphasis is on self-directed and self-managed teams. These new teams are intended to significantly reduce the number of levels of management in the organization.
In 1990 TI was averaging 3 days of training per person and about 25% of the workers had less than a day of training. Management thought this was OK until it looked at Motorola, which had a minimum of 40 hours and an average of 80 hours of training. TI management set a goal of a minimum 2 days training for every employee, with an increase of 1 day a year.
The key to employee development and quality improvement, TI management believes, is to lead by example. So management decided to attend the training first; this they believed would send a strong message to everyone about the importance of training. Management also decided it would set for itself twice the level of whatever training goal it set for employees to send the message that TI is a learning organization and everyone learns as a team.
Says Mike Cooney, Vice President and Manager, Quality Assurance, “The whole TQM program is driven by our need to sustain our competitive edge. We ask ourselves regularly whether what we are doing will give us sustained competitive advantage and satisfy our customers”.
Case Questions:
a) Explain how emphasis on Quality improves the productivity of the manufacturing activity.
b) Explain the process of TQM.
c) Explain how customer satisfaction is achieved through training.
d) Explain how to understand that the strategy being adopted on Quality is delivering the results.
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