MM ZG537 Assignment 1

MM ZG537/MBA ZG537 LEAN MANUFACTURING
Assignment # 1
2021HT79047
AKHIL K
22.02.2022
Q1.
As you know the current trends in manufacturing are Significant reductions in
manufacturing costs, Manufacturing and marketing integrated, Drastic
compression of product development time, Global market place, Production lot
sizes approaching, Decentralized Production and inventory control, Management of
uncertainty, Quality – Shared responsibility of employees and suppliers, Efficient
Material Flow. Write in short about each trends with suitable examples.
Ans:
 Reductions in Manufacturing costs.

New generation corporations are eager to lower production costs while preserving
organizational profit, which can be accomplished via.
1. Examine the salary and working hours of your employees.
2. Don't overbook your employees.
3. Use the correct tools for the job.
4. Negotiate with suppliers to lower material costs.
5. Adhere to the Pull system.
6. Evaluate and redesign products and processes, among other things.
My company, AERODYNE UAE, lowered the cost of fabricating cylinder baskets for
our customers by distributing employees according to their skills and avoiding
overscheduling and overtime.
 Manufacturing and marketing integrated.
An organization with a limited set of products, technology, and production volume
range can become profitable by integrating marketing and manufacturing, allowing
each department's pluses and minuses to be exposed and strategic decisions for
customer happiness to be made.
The same can be applied to a well-established industry too.
Domino’s Helps People Order from Anywhere
The omnipresent pizza restaurant dubbed their ordering software "AnyWare" to
emphasize the simplicity with which customers can place orders no matter where
they are. The Pizza Profile, which was created to save client information and
simplify ordering, was the key to making it work. People might use this information
to place orders online, through SMS, via tweet, or even via a smartwatch. AnyWare
was promoted using an integrated marketing approach that included press
releases, television, as well as digital and social advertising, with the goal of one-
half of all orders being placed online (which they reached handily).
 Drastic compression of product development time

This can be explained by the evolution of smartphones from the beginning era,
when the product development time of a cell phone was extremely long. However,
with the introduction of Android and Apple I phone, this drastically changed, and
the product development time was cut in half, allowing these behemoths to remain
market leaders.
 Global market place
Consider a company that makes bicycles or textiles and is located in different
regions of the world. In the past, they could only sell their products in their own
territory. However, as websites like as Amazon and Flipkart have evolved, they have
begun to find their spots in the global market; by maintaining high quality at a low
cost, they have a potential to become worldwide leaders in their respective fields.
 Production lot sizes approaching
For example, suppose a company estimates 500 units of product demand for the
future year but discovers that the most cost-effective lot size is 1,000. This will
necessitate the storage and management of two years' worth of inventory. If
market demand for this product falls dramatically during this time, the company
offering it will most certainly be in serious difficulties. A reduction in demand would
be significantly less dangerous if this company had chosen a manufacturing partner
that offered variable production runs from the start.
 Management of uncertainty
Shorter product life cycles, increased product variety, and faster reaction to
consumer demands characterize today's industrial industry. To meet these
demands, manufacturers make their processes more flexible, which can lead to
increased levels of complexity and uncertainty. These elements have an impact on
planning and scheduling. To meet all of the constraints and changes in
production, a rigid plan is no longer applicable.
 Quality – Shared responsibility of employees and suppliers
I can explain this by drawing on my own experience of fabricating structural parts
for the UAE pavilion at EXPO 2020. Initially, the quality of the delivered product was
viewed as solely the responsibility of my quality department, which resulted in a
slew of issues, and I was on the verge of losing the project. My management then
decided to include all of our staff, as well as our material suppliers, in the quality
program, and we managed them with specific rules and training. As a result, the
job quality has improved, and client satisfaction has been achieved, resulting in an
increase in business.
 Efficient Material Flow
Transportation, storage, and handling costs, as well as capital investments, are all
reduced with a seamless material flow. It also reduces waste, energy use, and the
demand for floor space. As a result, resources and time at work can be better
utilized. Finally, you will be able to reduce your production time. In essence, a more
efficient material movement results in a higher bottom line.
However, in the future, optimized material flow will be worth more than just
profits: you'll be able to meet increasingly stringent sustainability and transparency
requirements, reduce your carbon footprint, and make better use of scarce raw
materials; in other words, you'll be able to run production more sustainably.
Q2.
In a competitive environment, the only way to improve profit is to reduce cost.
sustainable way of reducing cost is to involve your team members in improvement.
You are requested to write how to motivate involvement? How to win the hearts
and minds of your people? Write the answer with reference to your own
organization and experiences.
Ans.
Motivations may be divided into two types: intrinsic and extrinsic. Extrinsic
motivations are limited and can only be used to complete a project. Extrinsic
motivations cant be used to attain higher goals or realize our vision. I believe in
intrinsic motivation, which states that an employee should be motivated from
inside and should feel satisfied and happy while working. In my organization, I've
tried a few different approaches, and some of them have yielded positive results.
By trying to implementing 5S in our business, we are able to provide a clean and
safe working environment for our employees. Any employee will be self-motivated
if their surroundings are conducive to their job. Another item was to thank the staff
for their efforts, and we would regard any fault on their part to be our
responsibility, and we would never blame an employee for their faults, unless we
will try to find the reason behind that and try to solve the root cause of the
problem. Another important thing was to solicit ideas or suggestions from
everyone before starting a job or implementing anything in our organization; we
set aside an hour each week to collect their suggestions, which our document
controllers categorize according to importance, and we make sure that each and
every suggestion is addressed; this elevates employee belief in the organization.
And, as I indicated in my previous answer, every department works together to
execute the assigned assignment on time, with good quality, at a lower cost, and
with higher customer satisfaction. Most importantly, we train our employees for
their jobs and their mindsets about their jobs; we never hire someone who has not
attended one of our training programs; this program is a two-way communication
in which the instructor and the attendee share their experiences and thoughts in
order to increase employee productivity.
Q3.
Select any product/goods or service process and list the sequence of operations
to be performed to manufacture the selected product or to perform the selected
service
a. Draw the flow process chart
b. Estimate the time require for each activity in the process
c. Classify the activities in the value adding activity(VA), essential non value added
activity (ENVA) and non-value added activity (NVA).
d. Relate the identified non value added activities with different types of wastes.
a. Process flow chart of cooling tower manufacturing.
Enquiry
Site visit/ Survey/Design
Estimation
Quotation/ Quotation
Review with the client
and Approval Welding
Material Purchase
Lamination
Manufacturing
Assembling
Sampling/ Quality Check
Delivery
b. Time require in each activity.

 Enquiry- As received.
 Site visit/ Survey/ design – 48Hrs.
 Estimation – 12 Hrs.
 Quotation and approvals – 48-76Hrs.
 Material purchase – 24 Hrs.
 Manufacturing- 02 to 03 Weeks.
 Sampling / Quality check- Intermediate.
 Delivery- 24Hrs.
c. VA/ENVA/ NVA
Value Added Activities Essential non value Non Value added

(VA) added activities ( ENVA) activities (NVA)
Material Purchase Estimation Non-essential Site visit or
survey
Manufacturing Sampling/ Quality check Pending quotation
approval
Stacking manufactured
material for assembly.
Reworks.
Quality rejections.
Delivery and delays
d. Relate the identified non value added activities with different types of
wastes.
 Non-essential Site visit or survey – Motion.

 Pending quotation approval- Waiting.
 Stacking manufactured material for assembly. - Inventory.
 Reworks & Quality rejections- Defects.
 Delivery and delays - Transport

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MM ZG537/MBA ZG537 LEAN MANUFACTURING

 Reductions in Manufacturing costs.

 Drastic compression of product development time

a. Process flow chart of cooling tower manufacturing.

Site visit/ Survey/Design

b. Time require in each activity.

Value Added Activities Essential non value Non Value added

 Non-essential Site visit or survey – Motion.

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