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Quality Management QMTG14-4

Session 08 Inspection Continued) + VSM

Continued)

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Dipankar Bose - XLRI

Costs Related to Inspection

Number of items in lot = N

Number of items in sample = n

Proportion of defective in lot = p

Damage cost incurred if defective reaches customer = A Inspection cost per item = I

Probability that producer will accept the lot using

sampling plan = Pa

If rejected

All remaining samples are inspected

Find cost of

100% Inspection/ No Inspection/ Sampling

Compare costsDeming kprule

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Dipankar Bose - XLRI

VSM Continued)

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Dipankar Bose - XLRI

Future State Pacemaker

Pacemaker

Try to send the Customer Schedule to only one

Production Process

No supermarket downstream to pacemaker

Why would we want the customer schedule to

Only go to only one point in the production process

How can we flow information so that

One process will make only

What the next process needs

When it needs it

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Dipankar Bose - XLRI

Traditional Scheduling vs. Level

Scheduling

. Fri.

PartD

PartC

Part B & A

Part D

PartD

Mon. Tue. Wed. Thu

Traditional Scheduling

Daily Production

Mon 4000 Part D

Tue 4000 Part D

Wed 4000 Part D

Thu 4000 Part C

Fri 3000 B1000 A

Level Scheduling

Mon. Tue. Wed. Thu.

Fri.

Part A

Part B

Part C

Part D

Part A

Part B

Part C

Part DPart A

Part B

Part C

Part D

Part A

Part B

Part C Part D

Part A

Part B

Part C

Part D

Daily Production

Part A 200

Part B 600

Part C 800

Part D 2400

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Dipankar Bose - XLRI

Pacemaker and Leveling

Leveling

Small Lot Production

Distribute the Production mix of products evenly over

time at the Pacemaker Process Release and take away only small, consistent increments of

work at the Pacemaker Process

Load Leveling BoxHeijunka

How Pace Withdrawal works?

Develop the ability to Make Every Part Every time in the

processes upstream of the pacemaker process

TimeDay > Shift > Pitch > Takt

SMED

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VSM Disadvantages

Fails to handle multiple products that

Do not have identical maps

Fails to relate

Transportation and Queuing delays/ Changes intransfer batch sizes due to poor plant layout

Lacks any worthwhile economic measure for value

Which makes it similar to the Flow Process Charting

technique used by IEs Tends to bias a factory designer to consider only

Continuous flow/ Assembly line layouts/ Kanban-

based Pull scheduling

Suitable mainly for HIGH volume and LOW variety

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VSM Disadvantages Continued

Fails to consider the allocations and utilization of an

important resource

Factory floorspacefor WIP storage/ Production

support/ Material handling aisles Fails to show the impact on WIP, order throughput and

operating expenses of in-efficient material flows in the

facility

Fails to handle complex BOMs that translate into Branched and multi-level Operation Process Charts and

Flow Diagrams for the products

Fails to factor queuing delays, multi-order sequencing

rules, capacity constraints, etc. into a map