Operation Management

ASSIGEMENT No 1

From – Harprit Singh

RS1906A63

1.DEMOCRATIZATION OF MANUFACTURING
The mass customization was started in the middle 1990s. According Reddington all type durable
consumer products, including clothing, footwear, household furnishings, toys, vehicles, and
electrical and electronic devices can now be customized by the buyer at the time of purchase.
Many consumer companies today will personalize a T-shirt or a pair of shoes with the slogan or
colours scheme that a consumer specifies. But the company is still mass producing the basic T-
shirt while varying its colours or slogan to suit the individual buyer. There are some customers

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who want to go to market with ten versions of a product, and they make the tooling cheaper and
faster for them. Cleveland and Quickparts' CEO, Ronald Hollis, predict that ten years down the
line mass customization will be fully realized at companies like theirs.
According to Joseph Pine Mass Customization means the New Frontier in Business Competition.
Pine said that Mass customization is when something is efficiently customized on demand--not in
advance--and it doesn't cost a heck of a lot more to make than it would if that is produced for
everyone at once.
Pine also said that If the printed piece is meant to be used as an end product--not a prototype--it's
an example of a mass customized product
These simple design tools--along with 3-D printing techniques--have played a big role in bringing
mass customization methods to the fore. The Internet has really made a revolution in what's
capable with mass customization.
So far mass custonfization--of varying degrees--has supplemented mass production. But the
predominant mass customization business model that's gained root since the mid-1990s is the
online model, which provided customers with the facility to go online and configure the product,
order it, and get exactly what they wanted delivered after one week or maybe two or three weeks.
Problems:-
• Retail shopping has become a social outlet for many consumers.
• no social element to the purchase
• There just hasn't been as much focus given to the development of technologies for in-store
product configuration.
• The company may need to move to new suppliers and retool its supply chain technology to
reflect new supply and distribution methods, never an easy undertaking

A very interesting trend is something called manufacturing. Hollis want to reduce cost so that they
can make 1 part of the same cost.

2. A TQM Perspective of the ISO/TS Global Automotive Quality Systems Standard

ISO/TS 16949:2002 is develop by global automotive industry to achieve world class levels of
product quality and productivity competitiveness. The International Automotive Task Force
(IATF), which consists of an international group of vehicle manufacturers and national trade
associations, developed these standards in conjunction with the International Standards
Organization. This specification aligns existing American (QS-9000), German (VDA6.1), French
(EAQF) and Italian (AVSQ) automotive quality systems standards within the global automotive
industry. The International Standards Organization approved this new quality standard with the
objective of having a single document and registration process that is acceptable to all automobile
manufacturers on a global basis. This technical specification is recognized internationally and
helps organizations to do business worldwide. This paper examines the development and
requirements of this standard from a Total Quality Management framework. One of the most

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effective strategies evolved over the years for quality improvement has been Total Quality
Management (TQM). TQM is a systems approach to management that aims to enhance value to
customer by designing and continually improving organizational processes and systems. It
provides a new vision for management leadership. It places customers as principal focal point and
redefines quality as customer satisfaction. The emphasis is on continuous improvement of
processes through employee involvement and empowerment. TQM relies on fact-based decision
making. The implementation process for obtaining certification process for obtaining certification
to the ISO/TS standard is more complex in comparison to the ISO9000:2000 standard. The fact
that the implementation of TQM principles generally takes time and requires a sustained and
unified effort from the organization as a whole. ISO/TS 16949:2002 will have a huge impact on
the global automotive industry as it is recognized as single worldwide standard for a quality
management system that must be met by automobile manufacturers and their suppliers. It is
reasonable to assume that more organization will be seeking registration to this standard in the
future especially since they view registration as a critical marketing tool.

3. An eight step approach to inventory accuracy: A case study at levitation manufacturing

Company.
Inventory inaccuracy stared with it lot of problem like worker productivity, manufacture of
unneeded items, broken customer commitments and costly physical inventories. The dollar costs
of inventory inaccuracy are large, the dollar savings resulting from increase stock accuracy are
substantial. In this article we talk about eight steps. These eight steps is deal with success and
basic requirement for success is Manufacturing Resource Planning as well as a distribution
Resource Planning program is a minimum accuracy of 95% in parts and finished stock inventories.
Steps are follows:-

 Problem Measurement
In this steps we talk about problem measurement and managers & supervisors are primarily
concerned with meeting their immediate responsibilities. An independent random audit of
about 5-10% of the locations was performed but a member of the management term.

 Top Management Involved

In top management involved managers view the propose accuracy program as just another
departmental program which, given a bit of time would fade away as had other before. In
two year period was targeted for reaching the 95% accuracy level. This program was a
prime objective of top management, that it would not dissipate and that the manager would
most definitely be evaluated and held accountable for its future success.

 Procedures, Procedures
In this step personal changes do occur emergencies arise, methods change and supervision
becomes lax. This step we identification of method changes which improved productivity.
The program began to succeed they identified this step as being the most important.

 Educate

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 In this step we teach the workers proper procedure and in addition convey that they will be
monitored for cored performance retained where necessary and disciplined when errors
persist

 Test Area (Correction through research)

This step start with physical inventory should be taken of a test area consisting of a number
of active locations to be counted daily for the purpose of identifying the causes of errors.
Test is importance because carelessness and misinterpretation and oversights will occur.

 Cycle Counting
This purposes of following programs…
To correct inventory record and needesd.
To obtain a continuous estimate of the prevailing inventory accuracy.
To eliminate the need for periodic complete facility physical inventories.

 Controls (Awareness for effectiveness)

It is simple control reports should be employed as a means of both eliminating surprises
and identifying errors. Errors should be classified and the employees identified by
researching errors found in control reports or cycle. Data processing errors, Order pulling
errors, product put away errors and Inventory adjustment activities should be done in
Controls.

 Management Audits
In this step, management audits of the facilities by either financial auditors or members of
the corporate management team.

4. The State of Product Development

Innovation and RD&E is the engine of growth in India. .Its indeed an eye-opener. India is 1st
developing country that uses its brain power, and not low-cost labor or natural resources, to
achieve Western-style prosperity. In India's R&D or product development effort is IT-based, much
of it outsourcing work by firms such as Wipro but a substantial percentage is by local software
firms designing, developing and selling their own software products. India's automobile industry is
the tenth largest in the world. Witness the huge Tata Company. Tata has had a successful truck
manufacturing business in India. When one looks to the future, what room does India have to
maneuver in the developing world? China's forte is traditional manufacturing and its ability to
leverage its almost-infinite supply of low-cost labor. Innovation is thus viewed in India as "the key
to defend their home turf and succeed in global markets," (1) much like the Japanese model:
slowly and steadily establishing a unique and large space in global markets by employing product
and process innovation. And for the exposed Indian domestic market, the way to stay ahead of
imported global products is to leverage local firms' familiarity with and proximity to local Indian

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customers and to create innovative products that better suit local needs. In either strategy-global or
domestic-innovation is front and center. British quit India in 1947, they left the newly-independent
nation with three key assets that are critical to successful innovation. Today, these legacies have
become three strong pillars upon which India its building its new economy. India's education
system is well-known globally. Indian engineers and IT people seem to be everywhere and for
years have been well represented in Western technical graduate schools are now finding lucrative
jobs in their own country. The language issue is an interesting one, India is a very diverse country,
and speaks many languages and dialects. Thus, English has become the link language within the
country and the language of business. While it may be a bit irksome to rely on the language of a
former colonial power, this fluency in English does bestow a key advantage on India over other
developing counties. Finally, India is the world's largest democracy, and unlike other developing
countries its parliamentary system seems to work. What India must guard against is that its
bureaucracy and government do not get in the way-that they don't snatch defeat from the jaws of
victory.

5. Design for assembly

OEMs continue to design and manufacture countertop, wall plug-in products and handheld
devices. In recent years due to rapidly advancing EI and more demand for portable, carry along
medical instruments, compact and wireless devices are becoming more prevalent in hospitals,
health care centers, and by ambulance attendants. Small form factor products like these are based
on compact Printed Circuit Boards with tightly spaced digital and analog circuits. Design for
assembly (DFA) shortens the product cycle, minimizes development cost, and ensures a smooth
transition from prototype to production stage. OEM engineering often accelerates design and
development cycles and fails to place emphasis on high-volume production considerations such as
fixtures, casting, or extrusions. The complexity of compact medical electronic devices
substantially increases PCB layer count due to increased product functionality. Newer compact
medical devices generally require 10-12 PCB fabricated layers, sometimes even more. Active
devices are shrinking in size and are packaged in such advanced packaging as ball-grid arrays
(BGAs), quad-flat packs, and chip scale packaging, which add to the complexity and issues
associated with small form factor PCBs. More fine-pitch BGAs are being used in compact medical
devices. Fine-pitch devices range from 0.5 down to 0.4 mm pitch, which make assembly
procedures extremely difficult. Efficient DFA calls for the following considerations to be
addressed. Adequate test points should be deployed across the board to allow complete access and
coverage during flying probe or ICT test or for direct probing. Considering the total number of
daunting product challenges, the PCB design, fabrication, and assembly process becomes highly
complex. Therefore, the prudent medical electronics OEM is highly interested in carefully
reviewing first pass yields to see if they are over 80 percent or not.

First pass yields are more important to the design and assembly of compact medical electronic
devices for the simple reason they are more difficult to manufacture and rework than larger
products. The first pass yields process is conducted when assembly is completed and testing is
done. Test coverage is evaluated to determine failure rates and failure analysis is performed. First
pass yields take into account multiple factors. But, they ensure that a correct thermal profile is
applied, component polarities are accurate, no missing or wrong components are used and
adequate solder flux and paste are dispensed. All mechanical considerations should be kept in

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mind at PCB design stages for DFA considerations such as designing at least two, if not three
mounting holes for the PCB. Also, fiducial marks for each of the active component should be
designed, and polarity on polarized components clearly defined. Another major consideration
involves careful monitoring of equipment-related features to maintain tight tolerances. Lastly,
maintaining detailed documentation in terms of design, fabrication, and assembly notes is a vital
aspect of DFA and DFT.

First pass yields should be 80 percent or better. However, when life-critical products are involved,
medical OEMs require a 90 percent first pass yields. The first pass yields process is an indicator of
how tight an EMS provider's design and assembly procedures and processes are and DFA how
efficient checks and balances are put in place to ensure the product reliability. DFA is especially
critical in high-speed PCB designs and layout whereby advances in serial/ deserializer (serdes)
technology are further fueling the demand for high-speed PCB designs.

Properly executed DFA and DFT can save the compact medical device OEM 10-30 percent of the
pick and place, testing and debugging time, which translates to major cost savings. A poorly
designed product or one that uses non-standard parts and processes will incur more design and
assembly time, therefore incurring greater cost in manufacturing. Conversely, DFA techniques
based on standard, proven components and practices will maintain lower costs and make the
process smoother. Therefore, if proper DFA is implemented, a product can go more smoothly from
design stages into fabrication, assembly and testing. This will reduce engineering costs and make
the product more robust and reliable. Mixed signal designs a very well defined & clear cut strategy
should be implemented to reduce signal to noise ratios, properly define power and ground signals
according to component placement, and shield high-speed digital signals. Mixed signal is difficult
due to the fact analog devices possess different characteristics compared to digital components
such as different power rating, current, voltage callouts, and heat dissipation requirements, among
others. There are a number of DFT considerations, which are part of DFA for medical device
OEMs and some of these considerations are major, others, minor. The objective is to achieve
greater than 90 percent test coverage

And last there is documentation accuracy and CAD software. Are all testing procedures available
& repeatable with a high level of confidence? Are all ECOs documented? Is the testing procedure
repeatable? A golden board as a reference should be made available for testing before a given
batch is started.

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