industrial present.pptx

7/28/2019 industrial present.pptx

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INDUSTRIAL ENGINEERING

TOOLS AND TECHNIQUES


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TEAM MEMBERS

GROUP 3

CHE HAZAL IZZUWAN BIN CHE GHAZALI

MOHAMAD AZHARI BIN SAPANI

MOHD ESWAN BIN ZAHARI

MUHAMMAD RAHAMI BIN RAHMAT

SHAHRUL NIZAM BIN ABD RAHMAN


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INTRODUCTION


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Part of the important Industrial Engineering activities is to analyze

the Job or Workplace.

This is to be used forquality and productivity improvement

specially the workers activity, working space, materials, machines,

jigs and fixtures, tools and other equipment in the furnitureproduction

department.

This department includes different basic sections namely:

i. the parts preparation which has basic and advancemachines,

ii. sub-assemblies and assembly section

iii. surface preparation or sanding section

iv. finishing section

v. final assembly sectionvi. packing section.

TOOLS AND TECHNIQUE


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AGILE MANUFACTURING


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INTRODUCTION

Agile manufacturing is a term applied to an organization that

has created the processes, tools, and training to enable it to

respond quickly to customer needs and market changes

while still controlling costs and quality.

An enabling factor in becoming an agile manufacturer

has been the development of manufacturing support

technology that allows the marketers, the designers and the

production personal to share a common database of partsand products, to share data on production capacities and

problems particularly where small initial problems may have

larger downstream effects.


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MAIN PURPOSES

It is a general position of manufacturing that the

cost of correcting quality issues increases as

the problem moves downstream.

so that it is cheaper to correct quality problemsat the earliest possible point in the process.

Agile manufacturing is seen as the next

step after Lean manufacturing in theevolution of production methodology.


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AGILE MANUFACTURING STRATEGIES

AND TECHNOLOGIES


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LIMITATIONS AGILE

MANUFACTURING

To determine customer needs quickly andcontinuously reposition the company againstits competitors.

To design things quickly based on thoseindividual needs.

To put them into full scale, quality ,production quickly.

To respond to changing volumes and mixquickly.

To respond to a crisis quickly.


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TOOL STRENGHTS

More flexible

Stresses the importance of being highly responsiveto meet the total needs of the customer

Increases the emphasis on speed of response tonew market opportunities

Virtual partnerships


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CONCLUSION

Agile Manufacturing will be capable of

rapidly responding to changes in

customer demand. They will be able to

take advantage of the windows of

opportunities that appear in the market

place. With Agile Manufacturing they

will be able to develop new ways of

interacting with our customers andsuppliers.


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REFERENCES

1. Abair, Bob. Agile Manufacturing: Not Just Another Buzzword.http://www.partnersforexcellence.com/95art3.htm

2. Agile Manufacturing: Gearing to meet demand. Linkageshttp://www.llnl.gov/str/Burleson.html

3. Agile Manufacturing linkageshttp://www.peterkeen.com/engbp003.htm

4. D&ME. Pacific Northwest National Laboratory. Linkageshttp://www.technet.pnl.gov/dme/agile/index.stm

5. Kidd, T. Paul. Agile Manufacturing: Forging New Frontiers.http://www.cheshirehenvury.com/publications/ammaterial.html .
http://www.partnersforexcellence.com/95art3.htmhttp://www.llnl.gov/str/Burleson.htmlhttp://www.cheshirehenvury.com/publications/ammaterial.htmlhttp://www.cheshirehenvury.com/publications/ammaterial.htmlhttp://www.llnl.gov/str/Burleson.htmlhttp://www.partnersforexcellence.com/95art3.htm


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COST OF QUALITY


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INTRODUCTION

COQ is a financial measure of the qualityperformance of an organization.

It is essentially a measure of lack of quality andcan also be termed as cost of bad quality.

What?

Understanding cost of quality helpsorganizations to develop quality conformanceas a useful strategic business tool thatimproves their product services and brandimage .

Why?

It can be used by shop floor personnel as wellas a management measure and also be usedas a standard measure to study anorganization performance and can be used asa benchmarking indices.

When?


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KEY ELEMENTS FOCUSES IN STRATEGIC QUALITYMANAGEMENT

Quality is defined fromthe customers point

of view.

Quality is linked withprofitability on both the

market and cost sides

Quality is viewed as acompetitive weapon

Quality is linked with

the strategic planningprocess

Quality requires an

organization-widecommitment


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QUALITY COST AREA

Prevention cost

Appraisal costCost ofcontrol

Internal failure cost

External failure costCost of

failure ofcontrol


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CLASSIFICATION OF QUALITY COST

Appraisal

costs

Internal failurecosts

External failurecosts

Prevention

cost


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COQ STRENGHT

It provides a standardmeasure across theorganisation & also

inter-organisation.

It built awareness ofthe important of

quality.

It identifiesimprovementopportunities.

Being a cost measure ,

it is useful a shop flooras well as at

management level.


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LIMITATIONS OF COQ

Much of theinformation is

subjective

Important costsare omitted from

the report

Overhead costassignments to

scrap and rework

may be imprecise

Variations in activity mayreduce the comparability

of quality costs fromdifferent periods

Effort andaccomplishment are

probably not matched ina single reportingperiod


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CONCLUSIONWhen the cost of achieving good quality

increases, cost of poor quality decreases

automatically.


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REFERENCES

1. Morse, W. J. 1983. Measuring quality costs. Cost and

Management(July-August): 16-20

2. http://www.costofquality.org/

3. http://en.wikipedia.org/wiki/Quality_costs

4. http://www.qualityamerica.com/Knowledgecenter/qualitymanagement/cost_of_quality_examples.asp
http://www.costofquality.org/http://en.wikipedia.org/wiki/Quality_costshttp://www.qualityamerica.com/Knowledgecenter/qualitymanagement/cost_of_quality_examples.asphttp://www.qualityamerica.com/Knowledgecenter/qualitymanagement/cost_of_quality_examples.asphttp://www.qualityamerica.com/Knowledgecenter/qualitymanagement/cost_of_quality_examples.asphttp://www.qualityamerica.com/Knowledgecenter/qualitymanagement/cost_of_quality_examples.asphttp://en.wikipedia.org/wiki/Quality_costshttp://en.wikipedia.org/wiki/Quality_costshttp://www.costofquality.org/http://www.costofquality.org/http://www.costofquality.org/http://www.costofquality.org/


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INNOVATION

MANAGEMENT


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DEFINITION

Innovation is generally understood as the

introduction of a new thing or method ...

Innovation is the embodiment, combination or

synthesis of knowledge in original, relevant,

valued new products, processes or services.

Luecke and Katz, 2003


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RELATED CONCEPTS

Creative destruction

Invention

Patent

Research and development

User innovation


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MAIN PURPOSES

Innovation is essential for business survival in highly

competitive markets where it is increasingly difficult to

differentiate products and services. Innovation is

important for the following reason :

It allows businesses to expand their customer base by

refreshing the market with new and improved products .

It is a key component of competitive advantage and helps

companies stay ahead of competitors before rivalsinnovations take market share.

It supports the ability to charge a premium.

It provides incremental revenue and profit and also increases

shareholder value.


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CONTINUE..

Innovation is relevant in any organisation and canbe applied in a number of different ways.

Product/service innovation introducing new goods or

services that are new or substantially improved. This couldinclude improvements in functional use, convenience or technicalcapabilities.

Process innovationimplementing new or significantly

improved production or delivery methods.

Business model innovationchanging the way businessis done, for example, EasyJet, Dell computers and global outsourcing


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Organisational innovationcreating or changingbusiness structures, practices and models.

Marketing innovationdeveloping alternative

marketing techniques to deliver improvements in price,position, packaging, product design or promotion.

Supply chain innovationimproving the way thatmaterials are sourced from suppliers or improving methodsof product delivery to customers.


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CONCLUSION

Everyone has a plan 'till they get punched in the

mouth."

Mike Tyson

The innovation system described here is intended to provide a

comprehensive approach to a difficult, challenging, and significant problem

for organizations, the problem of how to manage innovation in the face of

excruciating change. My goal has been to help you attain a higher level of

mastery, and to guide you through the preparation of your own master plan

so that when the punches start to fly, your plan has prepared you to

succeed.

industrial present.pptx

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