Professional Documents
Culture Documents
In todays competitive world there is no room for any type of error, everyone wants
quick and efficient access to information, products and services so it has become
very important and mandatory to bring some critical changes, in the ways by which a
company conducts or carries its various business activities. The company should
make it a point to delight their customers by fulfilling their expectations. To help this
cause, six sigma plays a very critical role as it lays a lot of emphasis on Quality must
become a part of the culture
Theory behind six sigma
Six sigma was pioneered by Bill Smith at Motorola in 1986 in the beginning six
sigma was just considered as a metric for measuring defects and improving the
quality, but now six sigma has spread its wings in all the directions and has grown
beyond just controlling the defects. Six sigma is now a registered service mark and a
trademark of Motorola, Inc.
The word sigma is a statistical term which helps us in knowing, how far a given
process deviates from perfection. Six sigma helps in the control of process variations,
which are responsible for causing defects.
Objectives of six sigma
1. To give good performance and reliability.
2. To provide value to the end customer.
3. Reducing or minimizing defects in any type of process (reducing defects to less
than 3.4 million operations).
4. To eliminate wasteful practices i.e. the practices which do not provide any value to
the process, should be eliminated.
5. Providing after sales service quality.
6. Improving the quality of the product.
7. Satisfying both internal and external customers.
Benefits of Six sigma
1. Transaction involving six sigma provides services and products, free from defects.
2. Lower production, inspection and warranty costs, with tension free conditions for
working.
3. Greater satisfaction of the customer, resulting in better place and better reputation
in the market.
4. Moving from % defect AQL PPM (parts per million) to PPB (parts per billion) to
zero defect (Zero variation), which automatically results in achievement of excellence
in the process.
Principles of six sigma
1. The use of pro active thinking to achieve perfection.
2. Top priority should always be service towards customer, stress towards
understanding their needs and expectations and trying to fulfill them.
3. Boundary less collaboration, supported by data and fact driven management.
4. Failure is allowed but through risk management techniques.
Initiating
For new product development projects, conceptual design of the operation of the final
product may be performed concurrent with the project planning activities, and may
help to inform the planning team when identifying deliverables and planning
activities.
[edit] Executing
In multi-phase projects, the monitoring and control process also provides feedback
between project phases, in order to implement corrective or preventive actions to
bring the project into compliance with the project management plan.
Project maintenance is an ongoing process, and it includes:
In this stage, auditors should pay attention to how effectively and quickly user
problems are resolved.
Over the course of any construction project, the work scope may change. Change is a
normal and expected part of the construction process. Changes can be the result of
necessary design modifications, differing site conditions, material availability,
contractor-requested changes, value engineering and impacts from third parties, to
name a few. Beyond executing the change in the field, the change normally needs to
be documented to show what was actually constructed. This is referred to as change
management. Hence, the owner usually requires a final record to show all changes or,
more specifically, any change that modifies the tangible portions of the finished work.
The record is made on the contract documents usually, but not necessarily limited
to, the design drawings. The end product of this effort is what the industry terms asbuilt drawings, or more simply, as built. The requirement for providing them is a
norm in construction contracts.
When changes are introduced to the project, the viability of the project has to be reassessed. It is important not to lose sight of the initial goals and targets of the projects.
When the changes accumulate, the forecasted result may not justify the original
proposed investment in the project.
Closing
Contract closure: Complete and settle each contract (including the resolution
of any open items) and close each contract applicable to the project or project
phase.
the creation of infrastructure for the supply of the right information and its
update
the establishment of a way to communicate disparities of project parameters
the development of project information technology based on an intranet or the
determination of a project key performance index system (KPI)
divergence analyses and generation of proposals for potential project
regulations[29]
the establishment of methods to accomplish an appropriate the project
structure, project workflow organization, project control and governance
creation of transparency among the project parameters[30]
investment analysis
costbenefit analyses
value benefit Analysis
expert surveys
simulation calculations
risk-profile analyses
surcharge calculations
milestone trend analysis
cost trend analysis
target/actual-comparison[31]
Project control is that element of a project that keeps it on-track, on-time and within
budget.[27] Project control begins early in the project with planning and ends late in the
project with post-implementation review, having a thorough involvement of each step
in the process. Each project should be assessed for the appropriate level of control
needed: too much control is too time consuming, too little control is very risky. If
project control is not implemented correctly, the cost to the business should be
clarified in terms of errors, fixes, and additional audit fees.
Control systems are needed for cost, risk, quality, communication, time, change,
procurement, and human resources. In addition, auditors should consider how
important the projects are to the financial statements, how reliant the stakeholders are
on controls, and how many controls exist. Auditors should review the development
process and procedures for how they are implemented. The process of development
and the quality of the final product may also be assessed if needed or requested. A
business may want the auditing firm to be involved throughout the process to catch
problems earlier on so that they can be fixed more easily. An auditor can serve as a
controls consultant as part of the development team or as an independent auditor as
part of an audit.
Businesses sometimes use formal systems development processes. These help assure
that systems are developed successfully. A formal process is more effective in creating
strong controls, and auditors should review this process to confirm that it is well
designed and is followed in practice. A good formal systems development plan
outlines:
3rd ans
Description
What is process analysis? A process can be defined as "a logical series of related transactions that converts input to results or output" (Andersen
1999). The process we are considering is a "business process," which can be defined as "a chain of logical connected, repetitive activities that
utilizes the organization's resources to refine an object for the purpose of achieving specified and measurable results or products for internal or
external customers." Some UCF examples include the processing of an application, the development of class schedules, and the budgeting process.
Process analysis is an approach that helps managers improve the performance of their business activities. It can be a milestone in continuous
improvement (Trischler 1996). At UCF, our analysis approach consists of the following steps: (1) definition of the scope and the objectives of the
study, (2) documentation of the status quo and definition of performance measures, (3) assessment and performance evaluation, and (4)
development of recommendations.
Transformed inputs are those which become a part of the output, and include raw materials
and other processed parts.
Other consumables may be used in the process but not end up in the output.
Tools are items used to help create the output, but which are not a part of the output.
Controls are things which are used to shape and control the work, such as specifications and
plans.
People are also needed to make a process work, although in process analysis these are not
covered in as much depth as some other methods.
Also look at other related processes and the flow of inputs and outputs between the
target process and these other customer and supplier processes. Processes may be the
source of the various types of input and hence may be classified as supplier, support
or control processes.
The process may be visually mapped with methods such as flowcharts, dataflow,
state-transition and other tools. Visual maps are particularly useful for seeing overall
flow and for communicating detail.
Inputs and outputs are very useful for scoping the task, as inputs and outputs are at
the boundaries of all activity.
Within the process, tasks are effectively like smaller processes with inputs and
outputs. The process may be broken down as far as is appropriate. In some
manufacturing tasks, for example, every small movement of the hand is examined.
Discussion
Process analysis largely takes people out of the process. This can be useful as it
enables focus solely on what needs to be done and is a useful first stage. Following
up with a human analysis is then usually essential, for example looking at skills
needed.
A danger of process analysis is going into too much detail. As with other methods,
knowing when to stop is quite important.
Manufacturing Process Selection and Design
KEY OUTLINE
I.
Process Selection
A.
Types of Processes
1.
Job Shop Defined
2.
Batch Shop Defined
3.
Assembly Line Defined
4.
Continuous Flow Defined
B.
Process Flow Structures
C.
Product-Process Matrix
1.
Product-Process Matrix Defined
II.
Break-Even Analysis
A.
Specific Process Equipment Selection
III.
Manufacturing Process Flow Design
IV.
Conclusion
Injection molding
Thermoforming
Structural foam
Composites
Machining
Sheet metal
Ceramics
Coatings
Fastening techniques
Assembly
Test
V.
Process selection refers to the strategic decisions of selecting the kind of production
process to have in a manufacturing plant. The process flow in an organization refers to
how a factory organizes material flow using one or more of the process technologies
including the job shop, batch shop, assembly line, and continuous flows. The process
chosen depends on the customization of the product as well as the volume required in
the market. The relationship between the process structures and volume requirements
is depicted on a product-process matrix. As volume increases the product line narrows
and specialized equipment and standardized material flows are come economically
feasible. The evolution in the process structure is often related to the product's life
cycle stage. Thus the matrix is useful in linking marketing and manufacturing
strategies.
Break even analysis allows manufacturing managers to visually present alternative
profits (and losses) based on the number of units produced or sold. Specific
equipment selection follows the selection of the general type of process structure in an
organization. The tools of break-even analysis help managers make equipment
selection decisions.
Process flow designs focus on the specific processes that raw materials, parts, and
subassemblies follow as they move through the plant. Charts and drawings aid in
process flow design.
The theory of constraints (TOC) is a management paradigm that views any
manageable system as being limited in achieving more of its goals by a very small
number of constraints. There is always at least one constraint, and TOC uses a
focusing process to identify the constraint and restructure the rest of the organization
around it.
TOC adopts the common idiom "a chain is no stronger than its weakest link". This
means that processes, organizations, etc., are vulnerable because the weakest person
or part can always damage or break them or at least adversely affect the outcome.
Constraints
A constraint is anything that prevents the system from achieving more of its goal.
There are many ways that constraints can show up, but a core principle within TOC is
that there are not tens or hundreds of constraints. There is at least one but at most only
a few in any given system. Constraints can be internal or external to the system. An
internal constraint is in evidence when the market demands more from the system
than it can deliver. If this is the case, then the focus of the organization should be on
discovering that constraint and following the five focusing steps to open it up (and
potentially remove it). An external constraint exists when the system can produce
more than the market will bear. If this is the case, then the organization should focus
on mechanisms to create more demand for its products or services.
Types of (internal) constraints
Equipment: The way equipment is currently used limits the ability of the
system to produce more salable goods/services.
People: Lack of skilled people limits the system. Mental models held by
people can cause behaviour that becomes a constraint.
Policy: A written or unwritten policy prevents the system from making more.
The concept of the constraint in Theory of Constraints is analogous to but differs from
the constraint that shows up in mathematical optimization. In TOC, the constraint is
used as a focusing mechanism for management of the system. In optimization, the
constraint is written into the mathematical expressions to limit the scope of the
solution (X can be no greater than 5).
Please note: organizations have many problems with equipment, people, policies, etc.
(A breakdown is just that a breakdown and is not a constraint in the true sense of
the TOC concept) The constraint is the thing that is preventing the organization from
getting more throughput (typically, revenue through sales).
Breaking a constraint
If a constraint's throughput capacity is elevated to the point where it is no longer the
system's limiting factor, this is said to "break" the constraint. The limiting factor is
now some other part of the system, or may be external to the system (an external
constraint). This is not to be confused with a breakdown.
Buffers
Buffers are used throughout the theory of constraints. They often result as part of the
exploit and subordinate steps of the five focusing steps. Buffers are placed before the
governing constraint, thus ensuring that the constraint is never starved. Buffers are
also placed behind the constraint to prevent downstream failure from blocking the
constraint's output. Buffers used in this way protect the constraint from variations in
the rest of the system and should allow for normal variation of processing time and
the occasional upset before and behind the constraint.
Buffers can be a bank of physical objects before a work center, waiting to be
processed by that work center. Buffers ultimately buy you time, as in the time before
work reaches the constraint and are often verbalized as time buffers. There should
always be enough (but not excessive) work in the time queue before the constraint and
adequate offloading space behind the constraint.
Buffers are not the small queue of work that sits before every work center in a Kanban
system although it is similar if you regard the assembly line as the governing
constraint. A prerequisite in the theory is that with one constraint in the system, all
other parts of the system must have sufficient capacity to keep up with the work at the
constraint and to catch up if time was lost. In a balanced line, as espoused by Kanban,
when one work center goes down for a period longer than the buffer allows, then the
entire system must wait until that work center is restored. In a TOC system, the only
situation where work is in danger is if the constraint is unable to process (either due to
malfunction, sickness or a "hole" in the buffer if something goes wrong that the time
buffer can not protect).
Buffer management, therefore, represents a crucial attribute of the theory of
constraints. There are many ways to apply buffers, but the most often used is a visual
system of designating the buffer in three colours: green (okay), yellow (caution) and
red (action required). Creating this kind of visibility enables the system as a whole to
align and thus subordinate to the need of the constraint in a holistic manner. This can
also be done daily in a central operations room that is accessible to everybody.
Plant types
There are four primary types of plants in the TOC lexicon. Draw the flow of material
from the bottom of a page to the top, and you get the four types. They specify the
general flow of materials through a system, and they provide some hints about where
to look for typical problems. The four types can be combined in many ways in larger
facilities.
For non-material systems, one can draw the flow of work or the flow of processes and
arrive at similar basic structures. A project, for example is an A-shaped sequence of
work, culminating in a delivered project.
any kind of physical asset: merchandise, consumables, fixed assets, circulating tools,
library books, or capital equipment. To record an inventory transaction, the system
uses a barcode scanner or RFID reader to automatically identify the inventory object,
and then collects additional information from the operators via fixed terminals
(workstations), or mobile computers.
[edit] Applications
An inventory control system may be used to automate a sales order fulfillment
process. Such a system contains a list of orders to be filled, and then prompts workers
to pick the necessary items, and provides them with packaging and shipping
An inventory system also manages in and outwards material of hardware.
Real-time inventory control systems may use wireless, mobile terminals to record
inventory transactions at the moment they occur. A wireless LAN transmits the
transaction information to a central database.
Physical inventory counting and cycle counting are features of many inventory
control systems which can enhance the organization.
B
Introduction
In the operations management or the production management, this technique of
operations scheduling forms a very important part and acts as the back bone for the
performance of the manufacturing or the service organizations. With the help of the
operations scheduling, two very important factors or the aspects of the resources
within an organization that can be pertained are as follows
1. Allocating the resources within an organization.
2. Setting up the time table.
In todays competitive world, the orders that are placed either from the side of the
customer or from the side of the assembly benches are to be completed on or before
the contracted or the promised date. For fulfilling this, operations scheduling plays a
very critical and an essential role and completely ensures that these dates are met.
Operations scheduling helps in the confirmation or the revision of the tentative
delivery date that has been promised in the original quotation. Sometimes during the
operations scheduling of the work order, it may be discovered that the delivery date
originally and tentatively promised cannot be met. All this may be due to the several
problems like the materials that are required may not be available at that particular
time or may not be available immediately. This problem can also occur due to the
increased plant loading while the customer is deciding whether or not to award the
quoted job to this company.
It has been observed that the operations scheduling has a direct affect on the
effectiveness of the production function and this relation was actually explained by
Vollman.
According to Vollman, The priority planning and the shop floor control and the
scheduling elements ultimately determine the performance of the production system.
If the operations scheduling is carried out in an efficient manner, then there occurs a
considerable improvement in the performance in the delivery. Also helps in the
achievement of the goals that have been set by the company. Efficient operations
scheduling playa a very critical part in the reduction of the production lead times.
6th ans
A Product design is the process of creating a new product to be sold by a business to
its customers.[1] It is the efficient and effective generation and development of ideas
through a process that leads to new products.[2]
In a systematic approach, product designers conceptualize and evaluate ideas, turning
them into tangible inventions and products. The product designer's role is to combine
art, science, and technology to create new products that other people can use. Their
evolving role has been facilitated by digital tools that now allow designers to
communicate, visualize, analyze and actually produce tangible ideas in a way that
would have taken greater manpower in the past.
Product design is sometimes confused with industrial design, and has recently become
a broad term inclusive of service, software, and physical product design. Industrial
design is concerned with bringing artistic form and usability, usually associated with
craft design and ergonomics, together to mass produce goods.
There are various product design processes and they are all focused on different
aspects. The process shown below is "The Seven Universal Stages of Creative
Problem-Solving," outlined by Don Koberg and Jim Bagnell. It helps designers
formulate their product from ideas. This process is usually completed by a group of
people, designers or field experts in the product they are creating, or specialists for a
specific component of the product, such as engineers. The process focuses on figuring
out what is required, brainstorming possible ideas, creating mock prototypes, and then
generating the product. However, that is not the end of the process. At this point,
product designers would still need to execute the idea, making it into an actual
product and then evaluate its success by seeing if any improvements are necessary.
The product design process has experienced huge leaps in evolution over the last few
years with the rise and adoption of 3D printing. New consumer-friendly 3D printers
can product dimensional objects and print upwards with a plastic like substance
opposed to traditional printers that spread ink across a page.
The design process follows a guideline involving three main sections:
Analysis
Concept
Synthesis
B
Capacity planning is the process of determining the production capacity needed by
an organization to meet changing demands for its products.[1] In the context of
capacity planning, "design capacity" is the maximum amount of work that an
organization is capable of completing in a given period, "effective capacity" is the
maximum amount of work that an organization is capable of completing in a given
period due to constraints such as quality problems, delays, material handling, etc. The
phrase is also used in business computing as a synonym for Capacity Management.
A discrepancy between the capacity of an organization and the demands of its
customers results in inefficiency, either in under-utilized resources or unfulfilled
customers. The goal of capacity planning is to minimize this discrepancy. Demand for
an organization's capacity varies based on changes in production output, such as
increasing or decreasing the production quantity of an existing product, or producing
new products. Better utilization of existing capacity can be accomplished through
improvements in overall equipment effectiveness (OEE). Capacity can be increased
through introducing new techniques, equipment and materials, increasing the number
of workers or machines, increasing the number of shifts, or acquiring additional
production facilities.
Capacity is calculated: (number of machines or workers) (number of shifts)
(utilization) (efficiency).
The broad classes of capacity planning are lead strategy, lag strategy, and match
strategy.
prevent investments into more lucrative ventures. The question of when capacity
should be increased and by how much are the critical decisions.
Ensure materials are available for production and products are available for
delivery to customers.
Maintain the lowest possible material and product levels in store
Plan manufacturing activities, delivery schedules and purchasing activities
MRP is a tool to deal with these problems. It provides answers for several questions:
MRP can be applied both to items that are purchased from outside suppliers and to
sub-assemblies, produced internally, that are components of more complex items.
The data that must be considered include:
The end item (or items) being created. This is sometimes called Independent
Demand, or Level "0" on BOM (Bill of materials).
How much is required at a time.
When the quantities are required to meet demand.
Shelf life of stored materials.
Inventory status records. Records of net materials available for use already in
stock (on hand) and materials on order from suppliers.
Bills of materials. Details of the materials, components and sub-assemblies
required to make each product.
Planning Data. This includes all the restraints and directions to produce the
end items. This includes such items as: Routings, Labor and Machine
Standards, Quality and Testing Standards, Pull/Work Cell and Push
commands, Lot sizing techniques (i.e. Fixed Lot Size, Lot-For-Lot, Economic
Order Quantity), Scrap Percentages, and other inputs.
Outputs
There are two outputs and a variety of messages/reports:
Managing upstream and down stream value added flow of materials, final
goods and related information among suppliers; company; resellers; final
consumers is supply chain management.
Several models have been proposed for understanding the activities required to
manage material movements across organizational and functional boundaries. SCOR
is a supply chain management model promoted by the Supply Chain Council. Another
model is the SCM Model proposed by the Global Supply Chain Forum (GSCF).
Supply chain activities can be grouped into strategic, tactical, and operational levels.
The CSCMP has adopted The American Productivity & Quality Center (APQC)
Process Classification Framework a high-level, industry-neutral enterprise process
model that allows organizations to see their business processes from a cross-industry
viewpoint.
Strategic
Tactical level
Operational level
Daily production and distribution planning, including all nodes in the supply
chain.
Production scheduling for each manufacturing facility in the supply chain
(minute by minute).
Demand planning and forecasting, coordinating the demand forecast of all
customers and sharing the forecast with all suppliers.
Sourcing planning, including current inventory and forecast demand, in
collaboration with all suppliers.
Inbound operations, including transportation from suppliers and receiving
inventory.
Production operations, including the consumption of materials and flow of
finished goods.
Outbound operations, including all fulfillment activities, warehousing and
transportation to customers.
Order promising, accounting for all constraints in the supply chain, including
all suppliers, manufacturing facilities, distribution centers, and other
customers.
From production level to supply level accounting all transit damage cases &
arrange to settlement at customer level by maintaining company loss through
insurance company.
Managing non-moving, short-dated inventory and avoiding more products to
go short-dated.