Quality Parts Case Analysis Essay Example | Topics and Well Written Essays - 750 words

Quality Parts Case Analysis - testify ExampleThe manager of Quality Parts Company is aiming to do precisely that by planning to charge up three inspectors to clean up the quality problem. She also contemplates supplementing a setting up a rework line to speed come tos. This is a disastrous idea that piles up the cost element of manufacturing. It also compromises on quality in the first name because when a new line for rework is added to the whole kit and caboodle the attention of the workers would be slanted more towards rework instead of a perfect first contract manufacture.In forecasting demand, two methods can be applied- the push effect got as a prove of demand forecast or the pull effect as Kanban exemplifies. The actual demand of the consumers is calibrated and occupation done accordingly. Kanban best suits a condition when the supply time is prolonged and the supposed demand is rather difficult to predict the production then has to be done in response to the consume rs demand or pull.Adoption of this methodology will cut down on the inventory costs because goods are procured as and when there is a pull by the consumer. The production facility becomes Just in time. The production mold starts at the instance of a product universe sent out of the factory. So, the process is upstream.Quality part system makes basic errors in maintaining quality. ... The production process starts at the instance of a product being sent out of the factory. So, the process is upstream. Quality parts system makes basic errors in maintaining quality. As pointed earlier, the repair work or a separate rework line defeats the concept of quality management peculiarly six sigma. In total quality management minimization of defects at the production stage is given over more importance.The second most important thing is the managers proposed idea of keeping skids filled. This idea is in total contrast to the Just in time attainment of raw materials as professed in the kanb an theory. (Chase-Jacobs-Aquilano, operations Management for Competitive Advantage, 2005, Operations_Management_Ch12.doc)Automatically ordering of inventory will not take into account the goods already manufactured, dispatched, in production and demand for future products. Getting and storing inventory will not only add to the cost of storage but defeats the logic of upstream production.High scrap rate As evinced in the example, the scrap rate is nearly 10% that means 1 in 10 items produced are scrapped. This is an horrendous waste considering the manpower and money involved. The high rise shelving inside the factory does not allow for radical of similar tasks and interaction among teams of related work. The chain of uninterrupted production is disrupted and at times unconstipated broken.Grouping tasks The bright thing to do incase of assembly line setup of manufacturing goods is to have people, procedures and equipments essential for similar tasks to be kept at proximity. It is a wonderful idea to do would be to place teams performing successive operation close to each other or near each other. This would muffle the physical