ASSIGNMENT

Name Gaganpreet Singh

Roll No.
520946919

Course
MBA-Semester-III

Subject
Operations management

Subject Code OM0001 Set-ii

LC Code 02971

1. What are the methods for line balancing? Give related examples.

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Answer:-
LINE BALANCING

Line balancing is an effective tool to improve the throughput of assembly lines and work cells
while reducing manpower requirements and costs.

Assembly Line Balancing is the procedure to assign tasks to workstations so that:

• Precedence relationship is complied with
• No workstation takes more than the cycle time to complete
• Operational idle time is minimized

Common Approaches to Line Balancing:

1. Estimating the number of operators for a given number of stations,
2. Work element sharing: grouping “activities” pr work elements into “stations” or jobs
performed by a single person (some times multiple people work in concert at a single
station or machine)

Goals:
– To meet production goals,
– Maximize output.

How can Assembly Line Balancing benefit your operations?

A balanced line:
• Promotes one piece flow
• Avoids excessive work load in some stages (overburden)
• Minimizes wastes (over-processing, inventory, waiting, rework, transportation, motion)
• Reduces variation

We used line balancing technique :

1) the minimization of the number of workstations.

2) The minimization of cycle time.
3) The maximization of workload smoothness
4) The maximization of work relatedness.

Line Balancing prerequisites

Prior to balancing a line we must:

• Determine the required workstation cycle time (or TAKT time), matching the pace of the
manufacturing process to customer demand
• Standardize the process

Example

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The table shows the tasks performed in a production line. Our goal is to combine them into
workstations. The assembly line operates 8 hours per day and the expected customer demand
is 1000 units per day. Balance the line and calculate the efficiency and theoretical minimum
number of workstations.

Task Task Time Preceding

(sec) Task
A 13 -
B 11 A
C 15 A
D 20 B
E 12 B
F 13 C
G 13 C
H 18 D, E
I 17 F, G
J 15 H, I
K 9 J
Total Time: 156  

SOLUTION

• Step 1: Draw a precedence diagram according to the given sequential relationship

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• Step 2: Determine Takt time or Workstation Cycle Time

C=Production time per day / Customer demand (or output per day)
C= 28800 sec (8 hours) / 1000 units = 28.8

• Step 3: Determine the theoretical number of workstations required

N= Total Task Time / Takt time

N= 156 / 28.8 = 5.42 (~6 workstations)

• Step 4: Define your assignment rules. For this example our primary rule will be “number
of following tasks” and the secondary rule will be “longest operation time”

• Step 5: Assign tasks to workstations following the assignment rules and meeting
precedence and cycle time requirements

To form Workstation 1:

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• Forming Workstation 2:

• Following the same criteria we achieve our balancing with 7 workstations

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 Remaining Feasible Task with
Task with
Workstation Task Task Time Unassigned Remaining most
LOT
Time Tasks followers
A 13 15.8 B, C B, C C
1
C 15 0.8 -
B 11 17.8 E, F, G E, F, G F, G
2
F 13 4.8 -
3 D 20 8.8 -
G 13 15.8 E
4
E 12 3.8 -
5 H 18 10.8 -
6 I 17 11.8 -
J 15 13.8 K
7
K 9 4.8 -

• Step 6: Calculate Efficiency

– Efficiency= Total Task Time / (Actual number of workstations * Takt Time)

– Efficiency= 156 / (7*28.8) = 77%

Conclusion

• Simply Assembly Line Balancing is a valid method to optimize assembly lines. However,
many variables found in real operating lines increase the complexity of the problem.
More complex algorithms have been developed to solve the difficult task of balancing
large scale industrial lines. Some of them are commercially available in software.

2.What are the different types orders Pickering?

Principles, Practices and Advanced Analysis for order picking

Order Picking is a process by which items or products for which supply is to be made have to be
retrieved from specific storage location. It is found
to take 60% of labour activities in the warehouse. Since it is critical to the business to meet
customer’s demand expeditiously and accurately, lot of attention is being given to this aspect of
operations. In the manufacturing arena, we desire to move towards small lot sizes, point-of-use-
delivery and cycle time reductions. These are necessary to meet the targets of JIT, which have

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economic implications. Efficient order picking is necessary for being competitive. In the supply
chain, storage, retrieval and delivery do not add value to the product, but are necessary.

Equipments

First we will see the types of equipments that help us in bring in efficiency to the process.

a) Horizontal Travel – These are in the aisle, picker to part systems. The picker, a worker walks
or rides a vehicle and picks the item or product and puts into the cart or vehicle. He may also
pick an place the item on a conveyor. The storage system could be pallet racks, shelves,
storage drawers or gravity flow racks. The pallet racks can be only one or two levels.

b) Person Aboard – In this system the picker is on a platform of the vehicle; he can move up as
also horizontally along the aisle.

c) Part to Picker – These are mechanized systems. Here a storage/retrievel device carries the
trays or bins to the person picking. These act on the instructions received through a remote
control device with the picker. More than one picker can also access the system.

d) Special equipment – For high throughput and space efficiency special equipment are made
which is in the form of moveable shelves, rotary racks, and mobile shuttles that travel in lanes or
even an automatic item picker which has dispensing mechanisms that eject items on a conveyor
belt.

e) Workplace Equipment – Items can be kept on a work bench and be picked up. The carts also
are used to keep items for being picked up.

It should be noted that any of the systems described above are to suit the purpose and
economies that can be derived. Before implementing any of these a detailed study of
alternatives, a plan for expansion or reduction in the requirement of a particular product or a
probable shifting of the location etc. will have to be undertaken. Some of these factors are listed
below:

A. Material properties

– size, weight and nestability

– carton counts, pallet counts

– fragility,

– value

– fragility

– environment – temperature, humidity

B. System Requirements for the product

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- Volume per product

- Number of order to be shipped

- Response time

- Supporting processes – labeling, pricing,

- Growth factors

C. Economic Factors

- Investment Required

- Project life

- Rate of return

Design Considerations

Design considerations arise, mainly out of the following. Some of the factors mentioned above
also are relevant for the purpose of design. They are:

a) Total number of products that are to be stored

b) Number of products received per shift

c) Total numbers retrieved per shift

d) Variability in the above – These will determine the dimensions of the building required for the
purpose. Sizes of bins, racks, pallets are also fixed on the basis of above. Choice between
carts, carousals, vehicles, conveyors, automatic item pickers can be made as also the space for
locating and moving them.

e) Labour force

f) Management Information System.

3. Explain in detail about total quality system.

Total Quality Management

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Introduction to TQM

TQM is viewed from many angles – as a philosophy, as an approach and journey towards
excellence. The main thrust is to achieve customer satisfaction by involving everybody in the
organization, across all functions with continuous improvement driving all activities. TQM
systems are designed to prevent poor quality from occurring. The following steps are
implemented to achieve Total Quality.

a) Take all measures to know what the customer wants – voice of the customer. Develop
methods that generate facts which can be used for decision making. Do not ignore the internal
customer – the next person in the process.

b) Convert the wants into design specifications that meet or exceed customer expectations.

c) Processes are to be designed so that they facilitate doing the job right the first time.
Incorporate elements that make it impossible to make mistakes. It is called fail-safing or fool
proofing. The Japanese call it Pokayoke.

d) Keeping record of all occurrences, procedures followed and consequences. They help in
validating the processes so that continuous improvement becomes possible. More importantly
any gaps can be seen and rectified immediately.

One of the basic tenets of TQM is – just because something is working well improvement is not
necessary. The search must be continuous to find ways and means to improve every aspect of
the business process – finance, operations and management. Complacency should never be
allowed to creep in at any time. In this aspect, culture plays an important role. All these require
top management commitment

Approaches to TQM – Being practiced worldwide by different organizations, TQM has different
approaches towards its achievement. The basic thrust of each of these is realizing excellence.
All the approaches have a lot in common, but the emphasis shifts from one other. Needless to
say, each organization will use any of these or even a combination to suit its structure, culture
and need. Some emphasize on the philosophy of TQM and the role of management and
employees in being aware, committed and act. Some expect us to use statistics more intensely.
Some give us an ‘integrated approach’.

Deming Wheel

Deming’s approach is summarized in his 14 points.

1 Constancy of purpose for continuous improvement

2 Adopt the TQM philosophy for economic purposes

3 Do not depend on inspection to deliver quality

4 Do not award any business based on price alone

5 Improve the system of production and service constantly

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6 Conduct meaningful training on the job

7 Adopt modern methods of supervision and leadership

8 Remove fear from the minds of everyone connected with the organization

9 Remove barriers between departments and people

10 Do not exhort, repeat slogans and put up posters.

11 Do not set up numerical quotas and work standards

12 Give pride of workmanship to the workmen

13 Education and training to be given vigorously

14 State and exhibit top management’s commitment for quality and productivity

Using the above principles, Deming gave a four step approach to ensure a purposeful journey of
TQM. The slope is shown to indicate that if efforts are let up the programme will roll back.

Plan – means that a problem is identified, processes are determined and relevant theories are
checked out .

Do – means that the plan is implemented on a trial basis. All inputs are correctly measured and
recorded.

Check – means that the trials taken according to the plan are in accordance with the expected
results.

Act – When all the above steps are satisfactory regular production is started so that quality
outcomes are assured

Juran’s Quality Triology

- Juran uses his famous Universal Breakthrough Sequence to implement quality programmes.
They are

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A – Proof of need – there should be a compelling need to make changes

B – Project Identification – Here what is to be changed is identified. Specific projects with time
frames and the resource allocation are decided.

C – Organization with top management’s commitment is made in terms of assignment of

persons, responsibilities fixed

D – Diagnostic journey – Each team will determine the problems result from systemic causes or
random or deliberately caused. Root causes are ascertained with utmost certainty.

E – Remedial Action – This is the stage when changes are introduced. Inspection, testing and
validation are also included at this point.

F – 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 resulted in the
benefits derived should be the norm for establishing standards.

Juran has categorized cost of quality into four categories

(a) Failure costs – Internal – These are costs of rejections, repairs etc in terms of materials,
labour, machine time and loss of morale;

(b) 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;

(c) Appraisal Costs – costs of inspection, including maintenance of records, certification,

segregation costs, etc.

(d) Prevention costs -

The sequence of three sets of activities – Quality Planning, Quality Control and Quality
Improvement form the triology to achieve Total Quality Management.

His arguments are that

1. 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.

2. 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, etc. They have to be made to follow standards and control exercised to
make sure that mistakes do not occur often and if they are they are corrected at the source.

3. 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 look out for opportunities for improvement.

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9.5.2.3 Crosby’s Absolutes of Quality

Like Deming, he 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 rather
than compromising on its achievement.

His absolutes can be listed as under.

i. Quality is conformance to requirements, not ‘goodness’.

ii. Prevention, not appraisal, is the path to quality.

iii. Quality is measured as the price paid for non-conformance and as indexes.

iv. Quality originates in all factions. There are no quality problems. It is the people, design,
process who create problems.

Crosby also has given 14 points similar to those of Deming. His approach emphasizes 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
desires 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 to produce 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.

Taguchi’s Quality Loss Function

His contention is that quality comes from design. He advocated a wide use of Design of
Experiments for experimentation on variables and obtains specifications which will result in high
quality of the product. It helps in bringing cost effective improvements in quality. He believed
that designers should make robust designs so that product can withstand the variability’s which
tend to be persistent and give quality for longer periods. His objective in giving the loss function
is to make manufacturers realize that it is the target value of the specification that should be
sought to be achieved and not the permissible deviations. The loss caused is the square of the
deviation multiplied by a cost constant.

L = C (X-T)2

L = Total Loss

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C= Cost constant

X = average value of the quality characteristic

T = target value of the characteristic.

Taguchi also talks about losses to society because of a dent in quality- both the manufacturers
and users in society who will have to endure the consequences of reduced performance as long
as the product is used.

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