8/9/2019 QMTG14-4 - Session 08
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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