Q1. Explain in brief the origins of Just In Time.

Explain the different types of

wastes that can be eliminated using JIT.

Just-In-Time (JIT) manufacturing is a process by which companies don't keep lots of excess
inventory; instead, they manufacture a product as an order comes in. It is a management
philosophy of continuous and forced problem solving.
The objective of JIT manufacturing system is to:
 Eliminate waste that is, minimise the amount of equipment, materials, parts, space, and
worker’s time, which adds a great value to the product
 Increase productivity

JIT means making what the market demands when it is in need. It is the most popular systems
that incorporate the generic elements of lean systems. Lean production supplies customers with
exactly what the customer wants, when the customer wants, without waste, through continuous
improvement.

Deploying JIT results in decrease of inventories and increases the overall efficiencies.
Decreasing inventory allows reducing wastes which in turn results in saving lots of money.
There are many advantages of JIT. JIT:
 Increases the work productivity
 Reduces operating costs
 Improves performance and throughput
 Improves quality
 Improves deliveries
 Increases flexibility and innovativeness

For industrial organisations to remain competitive, cost efficiencies have become compulsory.
JIT helps in this process. It is extended to the shop floor and also the inventory systems of the
vendors. JIT has been extended to mean continuous improvement. These principles are being
applied to the fields of Engineering, Purchasing, Accounting, and Data processing.
However, for organisations to completely implement JIT manufacturing system, they need to
have a proper commitment along with the following basic facilities - proper material, quality,
equipment, and people involvement.

The consequent savings are to be utilised for reducing cost and rendering better service to the
customer. Shigeo Shingo an authority on JIT at Toyota classifies the wastes to be eliminated as
follows. (See Figure 13.1. Seven wastes)
The seven wastes to be eliminated according to JIT are:
1. Over production
2. Inventory
3. Waiting time
4. Movement
5. Effort
6. Defective products
7. Over processing

1. Over production: Over production is to manufacture products before it is actually needed. If

the demand for that product decreases, the extra parts or products produced may not be useful
or needed. Also over production results in high storage costs and is also difficult to detect
defects. So, over production is considered a waste.
2. Inventory: Excess procurement or production builds up stock of materials which are not
immediately used, thus locking space and funds carrying heavy costs. The figure 13.2,
illustrates the inventories at different levels of an organisation – Supplier distribution,
Production, and Customer distribution.

3. Waiting time: Waste of time happen when goods are not moving or being processed. The
operator, the machine or the part will either be not working or be worked upon. The duration of
waiting is can be said to be unproductive and may create more serious consequences.
4. Movement: Any unnecessary movement is a waste of energy; it causes blockages,
disrupting movements and delaying the flow of other items creating delays.
5. Effort: The people, who work, do not make a study as to how the products on which they are
making are utilised and do not realise the purpose for which they are made. This lack of
education will lead to waste of resources. Finally, they end up in shortage of resources when
needed.
6. Defective products: The defective products lead to a tremendous loss to the company. This
is because they use up the same equipments, workmen and the time that would be used to
make good products. Thus defective products use up resources and result in losses.
7. Over Processing: Some steps like unnecessary processing or production do not add value
to the final output. As a result, it is waste of all the inputs that go into the process.

Q2. What is Value Engineering or Value Analysis? Elucidate five companies which
have incorporated VE with brief explanation.

Value Engineering (VE) or Value Analysis is a methodology by which we try to find substitutes
for a product or an operation.
The concept of value engineering originated during the Second World War. It was developed by
the General Electric Corporations (GEC). Value Engineering has gained popularity due to its
potential for gaining high Returns on Investment (ROI). This methodology is widely used in
business re-engineering, government projects, automakers, transportation and distribution,
industrial equipment, construction, assembling and machining processes, health care and
environmental engineering, and many others. Value engineering process calls for a deep study
of a product and the purpose for which it is used, such as, the raw materials used; the processes
of transformation; the equipment needed, and many others. It also questions whether what is
being used is the most appropriate and economical. This applies to all aspects of the product.

Here are a few companies that implemented Value Engineering for providing value to their
customers.

1. Modi Xerox designed the VE-d low cost copier 1025 ST, which uses a single
tray. The advantage of new design is that it is easy to operate and the cost is
also very low.

2. The Six Sigma quality is deployed in Motorola to enhance value to customers.

3. Sundaram Fastener incorporated ‘Zero defect approach’ to enhance product

quality. This approach also enhanced to achieve zero deviation from delivery
schedules

4. In order to provide customers with exceptional handling, fuel economy,

majestic style and easy maintenance, Maruthi Zen employed the ‘Value-for-
Money approach’.

5. Titan Watches’ introduced new designs by adopting a ‘strategy of innovation’.

 Q3. Explain different types of Quantitative models. Differentiate between work
study and motion study.

There are different quantitative models

1. Linear Programming: Linear programming technique is often used for optimising a given
objective like: profit or revenue maximisation, or cost outgo minimisation. Distribution of the
resources is the critical issue, when there are limited resources and they have to meet
competing demands.

2. Transportation Model: Transportation model is concerned with goods from manufacturing

centres or warehouses which have to be supplied to depots or retail outlets. The demand and
supply position of the places where they are required or produced and the cost of transportation
are considered in the model. We use this model to economise.
3. Assignment Model: Allocating jobs or persons to machines, awarding different projects to
contractors is done so that maximum returns occur or less expense are incurred. Hence, calls
for the use of this model.
4. Inventory Control Model: Inventory control model considers the:
 Frequency of placing orders
 Quantities per order considering the cost of placing an order
 Number of pieces that are to be kept in reserve
 Rate of consumption
 Lead time required for the supplier
 Costs involved in storage
We have different models which give solutions to optimisation depending upon the probabilities
of patterns of consumption and supply.

5. Waiting Line Models: Queues are formed when the rate of service is at a variance with the
rate of arrival. They are formed when the rate of production is less at particular points compared
to the previous ones. Sometimes we see multiple service points and a single queue are formed
for feeding them. Number of items which includes the following is studied with some special
techniques.
People to be serviced
Rate of service
Type of queue discipline that is intended to be followed
Policy of priority
Tolerable amounts of waiting
Others

6. Simulation Models: Simulation models are used when we will not be able to formulate
mathematical models. So, we develop a model which resembles a real life situation. Based on
this pattern, we predict and plan our procurement, production, delivery and other actions.
7. PERT (Project Evaluation and Review Technique) and CPM (Critical Path Method)
Models: When projects are undertaken with a number of activities, some happens in sequence,
with gaps of weeks or months and some happens simultaneously. It is important to estimate the
time required for completion of the project. A lot of coordination is needed while supplying the
resources. It is also equally important to identify the bottlenecks and smoothen resources so
that time schedules are maintained. Delayed completion may entail penalties. In this model, we
adopt special methods to make the system efficient.

Work study
We say that work study is being conducted when analysis of work methods is
conducted during the period when a job is done on a machine or equipment. The study
helps in designing the optimum work method and standardisation of the work method.
This study enables the methods engineer to search for better methods for higher
utilisation of man and machine and accomplishment of higher productivity. The study gives an
opportunity to the workmen to learn the process of study thus making them able to offer
suggestions for improved methods. This encourages workmen participation and they can be
permitted to make changes and report the advantages that can be derived from those. This
course is in alignment with the principle of continuous improvement and helps the organisation
in the long run. Reward systems may be implemented for recognising contributions from the
workmen.
Work study comprises of work measurement and method study. Work measurement focuses on
the time element of work, while method study focuses on the methods deployed and
development of better methods.

Motion study
Motion study focus is on studying the method currently being used and developing a new
method of performing the task in a better way. Operation Flow charts, Motion Charts, Flow
Process charts, which are the elements of the task, are studied to find the purpose of each
activity, the sequence in which they are done, and the effect of these on the work. The study
may help in changing some of them and even eliminate some of them to effect improvements.
The new method should result in saving of time, reduced motions, and simpler activities.

Q3. What is Rapid Prototyping? Explain the difference between Automated flow
line and Automated assembly line with examples.

Prototyping is a process by which a new product is developed in small numbers.

Prototyping is helpful to
 determine the suitability of the materials
 study the various methods of manufacture
 determine type of machinery required
 develop techniques to overcome problems that may be encountered when full scale
manufacturing is undertaken

Rapid prototyping uses virtual designs from Computer Aided Design (CAD) or animation
modelling which transforms dimensional data to 3-dimensional views. The physical space of the
product is amenable to have cross sections made. Cross sections taken at very close positions
gives thin layers which enable the generation of a solid model of the designed product. The data
that is created helps build a solid model exactly as per the drawings. Any shape can be
generated in this method. Some of the other advanced Rapid Prototype Modelling Processes
are:
 Selective Laser Sintering (SLS)
 Fused Deposition Modelling (FDM)
 Laminated Object Manufacture (LOM)
 Electronic Beam Melting (EBM)

Since, the basis data about the product is already available in CAD; the above processes can
produce models in a matter of a few days. Conventional machines like lathes, milling machines,
grinding machines, Electro Discharge Machining (EDM) also help in the production of
prototypes. Due to their advantages, Rapid Prototyping is being increasingly used. A bi-monthly
magazine – TCT Magazine – calling the Rapid Prototyping as Time Compressing Techniques is
dedicated to the publication of latest developments in this field as researched and developed by
practitioners around the world.

Automated Flow Lines

When several automated machines are linked by a transfer system which moves
the parts by using handling machines which are also automated, we have an
automated flow line. After completing an operation on a machine, the semi-finished
parts are moved to the next machine in the sequence determined by the process
requirements and a flow line is established. The parts at various stages from raw
material to ready for fitment or assembly are processed continuously to attain the
required shapes or acquire special properties to enable them to perform desired
functions. The materials need to be moved, held, rotated, lifted, and positioned for
completing different operations. Sometimes, a few of the operations can be done on
a single machine with a number of attachments. They are moved further to other
machines for performing further operations. Human intervention may be needed to
verify that the operations are taking place according to standards. When these can
be achieved with the help of automation and the processes are conducted with self
regulation, we will have automated flow lines established.

The global trends are favouring flexibility in the manufacturing systems. The costs
involved in changing the set up of automated flow lines are high. So, automated
flow lines are considered only when the product is required to be made in high
volumes over a relatively long period. Designers now incorporate flexibility in the
machines which will take care of small changes in dimensions by making
adjustments or minor changes in the existing machine or layout. The change in
movements needed can be achieved by programming the machines. Provisions for
extra pallets or tool holders or conveyors are made in the original design to
accommodate anticipated changes. The logic to be followed is to find out whether
the reduction in cost per piece justifies the costs of designing, manufacturing, and
setting up automated flow lines. Group Technology and Cellular Manufacturing
along with conventional Product and Process Layouts are still resorted to, as they
allow flexibility for the production system.

Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to
follow the sequence in which the parts or sub-assemblies are put together and
fitted. Usually, a frame, body, base will be the starting point of an assembly. The
frame itself consists of a construction made up of several components and would
have been „assembled‟ or „fabricated‟ in a separate bay or plant and brought to
the assembly line. All parts or sub-assemblies are fitted to enable the product to be
in readiness to perform the function it was designed to. This process is called
assembly. Methodologies of achieving the final result may vary, but the basic
principle is to fit all parts together and ensure linkages so that their functions are
integrated and give out the desired output.

Q5. Explain Break Even Analysis and Centre of Gravity methods. Explain
Product layout and process layout with examples.

Break-even analysis
Every manufacturing company will have three major contributors to cost:
1. Investments made for land, plant and machinery resulting in interest and depreciation
2. Recurring expenses, which are not proportional to the quantity of production
3. Variable costs, which are directly proportional to the quantities produced

For our calculations, we combine the first two costs together and call them fixed costs. We
call those costs that depend on the quantity of production as variable costs.

We compare the total costs for different locations on estimated amounts per
annum and select whichever location costs the least. However, we will have to
 consider the possible variations in production levels during the foreseeable time
spans and take a decision.

Centre of gravity method

Centre of gravity method is used mainly when:

 Transportation costs, either for distribution of products or collection of materials from different
suppliers, is the main criterion
 Production rates are high
 The volume and weights of materials that have to be moved are huge
 Time taken, either to receive material from suppliers or delivery to customers, is critical

It is better to locate the facility at such a place, which caters to the different points most
optimally. The vital factor is the load, that is, number of items, or the weights that need to be
moved from the central location to the existing or demanding points. We use this method when,
both distance and load have to be considered for optimality in terms of cost.

Product layout

Product layout is also called as production lines or assembly lines. They are designed and laid
out in such a way that only a few products are capable of being manufactured or assembled.
Materials flow through the various facilities. These use special machines to perform specific
operations to produce only one product at one time. So, companies should set different set of
machines for different products. Workers perform a narrow range of activities to complete the
operations on the product as it moves in a flow line. The operation times, the sequence of
movements and routing procedures are highly standardised to meet production requirements
which are synchronised with many such products to complete finished goods to meet demands.
Using special machines and implementing standardisation in operations have many advantages
which are listed below:
 The skill required of the workers is low
 Supervision is minimal
 Training needs are small

Precautions to be taken are:

 Constant check on the processes needs to be performed so that quality is assured.

 Corrective measures have to be implemented immediately to avoid rejections, since, the

quantities that get manufactured will be continuous.
 Check for the behavioural attitude of the worker. As jobs are repetitive, workers tend to be
bored and lose concentration. This may affect productivity and quality.

Process layout

INCOMPLETE
Q6. Explain Juran’s Quality Trilogy and Crosby’s absolutes of quality. List out the
pillars of Total Productive Maintenance.

Juran’s quality triology

Juran uses his famous Universal Breakthrough Sequence to implement quality programmes.
The universal breakthrough sequences are:
 Proof of need: There should be a compelling need to make changes.
 Project identification: Here what is to be changed is identified. Specific projects with time
frames and the resource allocation are decided.
 Top management commitment: Commitment of the top management is to assign people
and fix responsibilities to complete the project

 Diagnostic journey: Each team will determine whether the problems result from systemic
causes or are random or are deliberately caused. Root causes are ascertained with utmost
certainty.
 Remedial action: This is the stage when changes are introduced. Inspection, testing, and
validation are also included at this point.
 Holding on to the gains: The above steps result in beneficiary results. Having records or
all actions and consequences will help in further improvements. The actions that result in the
benefits derived should be the norm for establishing standards.

Juran has categorised cost of quality into four categories:

1. Failure costs - Internal: These are costs of rejections, repairs in terms of materials, labour,
machine time and loss of morale.
2. Failure costs - External: These are costs of replacement, on-site rework including spare
parts and expenses of the personnel, warranty costs and loss of goodwill.
3. Appraisal costs: These are costs of inspection, including maintenance of records,
certification, segregation costs, and others.
4. Prevention costs: Prevention cost is the sequence of three sets of activities, Quality
Planning, Quality Control, and Quality Improvement, forming the triology to achieve Total
Quality Management.

Juran’s argument says that:

 Quality is the result of good planning considering the needs of both internal and external
customers and develops processes to meet them. The processes are also planned to meet
them.
 Quality is built into the system of manufacture, inputs and processes that are on stream like
raw material, spare parts, labour, machine maintenance, training, warehousing, inspection
procedures, packaging, and others. All these have to follow standards and control exercises
to make sure that mistake do not occur often and that if mistakes do occur then they are
corrected at the source.

 Quality improvement measures are essential to keep the quality culture alive. Newer
methods will be found, some operations can be eliminated, improved technology available. In
short, as experience is gained things can always be done better. It is for the management to
take the initiative and encourage the employees to be on the lookout for opportunities for
improvement.

Crosby’s absolutes of quality

Like Deming, Crosby also lays emphasis on top management commitment and responsibility
for designing the system so that defects are not inevitable. He urged that there be no
restriction on spending for achieving quality. In the long run, maintaining quality is more
economical than compromising on its achievement. His absolutes can be listed as under:

 Quality is conformance to requirements, not ‘goodness’

 Prevention, not appraisal, is the path to quality
 Quality is measured as the price paid for non-conformance and as indices
 Quality originates in all factions. There are no quality problems. It is the people, designs,
and processes that create problems

Crosby also has given 14 points similar to those of Deming. His approach emphasises on
measurement of quality, increasing awareness, corrective action, error cause removal and
continuously reinforcing the system, so that advantages derived are not lost over time. He
opined that the quality management regimen should improve the overall health of the
organisation and prescribed a vaccine. The ingredients are:

1) Integrity: Honesty and commitment help in producing everything right first time, every time
2) Communication: Flow of information between departments, suppliers, customers helps in
identifying opportunities
3) Systems and operations: These should bring in a quality environment so that nobody is
comfortable with anything less than the best

Total Productive Maintenance (TPM)

Maintenance is a function in any operations system. Maintenance keeps the equipments in

good condition. Generally equipments deteriorate because usage causes wear to the parts
introducing inaccuracies on the products made on them. When the deterioration produces
components which exceed the permitted deviations rendering them unacceptable,
maintenance is undertaken to bring back the machine to produce acceptable components.
Sometimes the failure is sudden and serious and the equipment stops working. Disruption of
production and emergency repair work are costly and schedules are missed causing delays in
supplies and consequent losses. These breakdowns occur because the equipment was
carrying hidden defects which were not apparent. All these are attended to by the
maintenance department. Historical records indicate the probability of failures over different
periods thus enabling us to plan to attend to them. With progress in automation, we have
costly equipments. We have flow lines and any one machine breaking down causes a series
of machines to be idle. So, we have to move towards zero breakdowns like we want to move
towards zero defects by implementing TQM tools.
TPM puts the responsibility of maintenance where it belongs to and the operator who uses the
equipment. It is a companywide activity which involves all the people. The main thrust is
eliminating all break downs. The focus is on the operating personnel because they would
know about malfunctioning earlier and more than anybody else. They work on the machine
and are aware of the slightest variations that occur and thus should be able to plan to remove
the cause before it becomes serious. So every planned maintenance activity reduces the
probability of a breakdown. Ownership of the operation and machine increases the
commitment of the workmen. Autonomy is the starting point for learning and excellence. The
worker can suggest better ways of improving quality, productivity, and design. This helps in
continuous improvement. Team work and participation improves the quality culture. The
principles of 5S – the housekeeping activities which improve efficiency at workplace is
considered a measurable standard to aid the implementation of TPM even in the office rooms.