Case Study: Quality Parts Company Essay

1. Which of the changes being considered by the manager of Quality Parts Company are yield to the lean ism of the company?Lean production is a philosophy and a way of working involving eliminating all forms of waste (where waste is delimit as anything that does non add value in the production serve and supply chain). Many changes being considered by the manager are forebode to lean philosophy. These are Installing an automated ordering system to service of process control inventories and to keep the skids fined implies the use of inventory as a bonus to push production adding external inspectors set apartting up a profit line only institutionalizes the credenza of rework. They could have implemented a inflexible quality control to ensure the quality of the products being produced by the company. factory workers should become their own inspectors that would personally be responsible for the quality of their output. In this way, QPC sewer save more money and more time. Als o, utilizing the labor and the car does not coincide with lean philosophy. The focus should be more on flexibility and reducing the waste of overproduction. The installation of high rise shelving indicates an acceptance of wasteful inventory. This would just be added as a non-value step in their process. Lean philosophy leaves no room for surplus or safe stock. No safety stocks are allowed this philosophy says that, If you cannot use it now, you do not need to produce it now. Once production is done in excess, this can be considered as waste.2. Make recommendations for the lean amendments in such areas as scheduling, layout, kanban, task groupings, and inventory. Use quantitative data as much as possible state necessary assumptions.As we can see in the process, step 1 has one of the highest operation time and second to the highest when it comes to set up time. Therefore, adding a machine here will help improve the production of the company. The bottleneck of the process is in ste p 4 which includes triad steps in assembling the product. With this, products were clogged to machine department out front reaching the assembly bench.