CASE STUDY: Quality Parts Company
BUS520 OPERATIONS MANAGEMENT
04 January 2008
Which of the changes being considered by the manager of Quality Parts Company are counter to the lean philosophy? II.
Make recommendations for lean improvements in such areas as scheduling, layout, kanban, task groupings, and inventory. III.
Sketch the operation of a pull system for quality for Quality Parts Company’s current system. IV.
Outline a plan for introducing lean at Quality Parts Company.
WHICH OF THE CHANGES BEING CONSIDERED BY THE MANAGER OF QUALITY PARTS COMPANY ARE COUNTER TO THE LEAN PHILOSOPHY? The manager is considering installing an automated ordering system to control inventories. This would not fit into the lean philosophy as it would have the skids filled with workers making products two days in the front. Lean philosophy calls for not producing a product until it is needed.
MAKE RECOMMENDATIONS FOR LEAN IMPROVEMENTS IN SUCH AREAS AS SCHEDULING, LAYOUT, KANBAN, TASK GROUPINGS, AND INVENTORY.
Some lean improvements that could be made for the Quality Parts Company are; In the scheduling area to ensure that there are equal shifts and hiring for areas of the line which need more attention and it would fit the need and wait time for that line. The layout of the Skids are currently counterproductive to the lean philosophy, most of the skids are very far apart and cause wait times for processing. Realignment of the skids is necessary to improve production times and decrease waiting periods on related skids. Task groupings could be correlated by moving skids of the same or similar function to the same area to improve production capacity and time reductions. Inventory could be reduced by keeping only a minimum of parts needed for final products, this would keep in line with the lean production philosophy..
SKETCH THE OPERATION OF A PULL SYSTEM FOR QUALITY FOR QUALITY PARTS COMPANY’S CURRENT SYSTEM....
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