Lesson 6

• What is the responsibility of the production control organization in a plant?

  Scheduling and controlling production orders
• What does the MRPII program support in production control?


  It supports scheduling and controlling production orders
• How does MRPII determine dates for production events?

  By considering master schedules and lead times
• What is the impact of traditional progressive departmental assembly methods on WIP?

  It often results in considerable work in process
• What do line balancing algorithms aim to minimize?

  The number of stations required for production
• What is the goal of minimizing direct labor in line balancing?

  To reduce overall labor costs
• Who initiated the kanban system in 1955?

  Taiichi Ohno
• What does the kanban system emphasize in production?


  Producing only what is needed, when needed
• How does the pull discipline of JIT differ from the push system?


  It requires authorization to fabricate more parts
• What is a significant benefit of the JIT system?


  It reduces the amount of material in process
• What challenge does reduced work-in-process inventories present?


  Dealing with impediments to successful production
• What does traditional EOQ thinking focus on?

  Setup time for machines producing multiple parts
• How can setup times be reduced according to Shigeo Shingo?

  By conducting engineering analysis
• What activities are considered non-value-added?

  Moves, inspection, storage, and delay
• What is the purpose of cellular manufacturing?

  To minimize non-value-added activities
• How does the arrangement of machines in cellular manufacturing benefit production?

  It reduces material handling requirements
• What is a potential advantage of cross-training employees in a manufacturing cell?


  It allows fewer employees to operate more machines
• How does non-fixed allocation of line labor improve productivity?


  It allows workers to move between tasks as needed
• What is the primary role of inventory in manufacturing?

  To accommodate unequal flow rates
• How can organizations eliminate the need for inventories?

  By hiring temporary or part-time employees
• How did quality control evolve from traditional inspection methods?


  By focusing on identifying and eliminating causes of defects
• What does quality function deployment (QFD) aim to achieve?


  To evaluate product attributes against competitors
• What is the purpose of Pareto analysis in quality control?


  To identify and minimize causes of bad quality
• What statistical tools were developed to aid in quality control?

  1. bar and R charts
• What is the significance of control limits in quality control?


  They indicate when a process is out of control
• How does team-based management differ from traditional management?

  It encourages employee involvement and commitment
• What is a key attribute organizations need to survive in a competitive world?

  The ability to continuously adapt
• What will future work environments likely emphasize?

  Participative and flexible production processes
• How will supplier-manufacturer relationships evolve in the future?

  They will become more integrated and collaborative
• refers to the label on the front of a

  container designating what is in the container.

  kanban
• JIT stands for

  just-in-time
• EOQ stands for?

  Economic Order Quality thinking
• EPQ stands for?

  Economic Production Quality thinking
• MRPII stands for?

  Material Requirements Planning II
• a program that considers the master schedule for finished products, and employing lead times for purchase and hierarchical fabrication and assembly operations, determines, dates at which events must occur

  MRPII
• an organizational entity evolved from workers previously called inspectors who sorted good material from bad

  quality control
• QFD stands for?

  Quality Function Deployment
• efforts perform an objective evaluation of the specific product

  attributes, strengths, and weaknesses in comparison to competitive products

  QFD
• Warehouses have been a long-standing tradition in manufacturing analysis of their contribution to value-added activity, however, demonstrates that they offer none.
• As Stephen Covey demonstrates in his book, organizations need to be learning organizations.