Lecture 9 - Demand-Driven Approaches Flashcards

1
Q

What is a Kanban system

A

a workflow management method

  • production can only commence upstream if in possession of a Kanban card, issued by downstream operations
  • pull control system
    –> Work items are pulled through the system as capacity becomes available, rather than being pushed through all at once.
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2
Q

How is Kanban linked to JIT, and Lean

A

*Kanban underpins Just In Time Systems
–> building block

  • Lean production emphasises all of JIT’s concepts
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2
Q

Goal of Kanban

A

*improve efficiency, because of continuous flow

*limit work in progress and subsequent bottlenecks, because of pull system

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3
Q

Two principles of JIT

A
  • producing nothing until it is needed

*produce precisely what is needed, when it is needed

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4
Q

How are these principles applied

A

these are applied in internal operations, but also across extended operations

e.g. in-bound supply channels and outbound distribution channels

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5
Q

Overview of Lean production

A
  • focus on creating customer value by eliminating waste
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6
Q

Key principles in lean

A
  1. Products designed to enhance value for customer, in their perspective
  2. Each step in production/operations must add value for the customer
  3. Process should flow efficiently to customer without storage, or delays
  4. Pull process
    –> produce what customers need when they need it
  5. ‘lean philosophy’ - Environment must strive to perfect the process
    –> continual reviews, and striving for learning & improvement
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7
Q

Benefits and drawbacks of lean production

A

Benefits
* demand pull implementation increases productivity
–> ensures optimal capacity utilisation (no bottlenecks)
–> also increases focus on customer (greater service)

*increased quality
–> more checks, less defects

*more flexibility by minimising WIP

  • less waste

*buffer stock

Drawbacks
* require MRP control

*complex and expensive to implement (training, technology)
–> high variety in products may make it a complex procedure

  • focus on cost may compromise other things
    –> employee morale, quality
  • heavy dependence on suppliers being reliable, and minimal disruptions
  • no buffer stock
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8
Q

What is TOC

A

Theory of Constraints

  • management system that identifies and addresses bottlenecks in systems

*ensures maximum continuous throughput

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9
Q

What is a bottleneck

What can cause it

A

*a constraint or limit on capacity

  • caused by any resource type
    –> lack of skilled personnel, limited availability of materials, machine limits
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10
Q

What are the five focussing steps of TOC

A
  1. Identify constraint
  2. Exploit constraint
    –> optimise current capacity
  3. Subordinate to the constraint
    –> align other processes and activities to support the constraint
  4. Elevate constraint
    –> exploiting is short term, overall aim is to improve or remove bottleneck
    (expanding capacity, increases employee training)
  5. Prevent inertia
    –> identify new bottlenecks

then back to step 1 (loop)

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11
Q

What is DBR

A

Drum Buffer Rope Scheduling (DBR)

  • attempts to maximise the use of the constraint by ensuring work is released at the proper time

therefore, the constraint is never starved and never overloaded (max efficiency)

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12
Q

Explain the Drum Buffer Rope Scheduling

A

Drum = processing capability of the constraint

Rope = transmits info from drum to inform system to release more work

Buffer = inventories strategically placed to protect constraint

all combine to form a plant scheduling system

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