4/1/2014 Jing Meng
Red more details
1. The specials and the standards need to separate for the following reasons:
a. They are not the exactly same process. The process for special carpets adds more steps than the standards carpets. So it is not convenient to use the same line.
b. The setup time is too long. It costs as much as hours to changeover from the standard products to the special products. It costs money and requires storage space, and some of it will probably go to waste.
c. The hurry order. ...view middle of the document...
The next step is to focus on reducing setup times. In the two lines of Katz Carpeting Company, the set up and the changeover time is too long. The changeover from one standard product to another was approximately 15 minutes. And the changeover from one standard product to a special can be as much as hours. It’s too long. Reducing setup times will involve manufacturing and industrial engineering. It will require analysis of current setup procedures, elimination of unneeded steps, and streamlining of motions. Workers will need to be trained in the proper setup procedures.
Once setup times have been reduced, the focus is on reducing lot sizes and lead times. This is turn will reduce the inventory between work stations and free up space. The empty space will contribute to visibility.
The next step is to arrange equipment and workstations in close proximity to one another and to form work cells.
After the preceding changes have been implemented, it is time to switch to pull production. Changing from a push system to a pull system, including worker training, needs to be planned very carefully. However, the change needs to be made at once because a production facility cannot us a push and a pull system at the same time.
Changes in relationships with suppliers should be among the last steps implemented. Demands for smaller and more frequent delivers should be instituted gradually.
1. The differences
a. The difficulty of maintaining the quality. For the standard products, the patterns and the colors are already designed, while the special carpet is that be design by customers, so it is hard to satisfy the customers. And for the JIT implementation, it is more important to apply the total quality management for the
b. The extra steps for the special orders. In the JIT implementation, they need to changeover the push system to the pull system. So for the special orders , it need more changes cause the process of it is more complicated and harder to control.
c. There is cycle process for the special orders. The cycle processes make the production of special carpets harder, because you do not know how many times you need to try. As a result, for the JIT system, it is difficult to identify the output and the outcome.
d. The rush special orders. The time is hard to participate and to conclude, so it is need the talent managers and analyzers to count amount and the time.
1. They all need to identify the waste and figure out an approach to eliminate the waste. And the waste is not just the waste of money. The waste is that anything without adding value, in this case, it is extra space in the running line, the extra setup time and the extra energy of the workers.
2. They all need to changeover from the push system to the pull system. The push systems anticipate future demands and produce in advance in order to have products in place when demand occurs. This system usually results in excess inventory. Pull system...