Lean Production For Competitive Advantage A Comprehensive Guide To Lean Methodologies And Management Practices 2nd Edition Dr John Nicholas - Solutions

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Two limitations of SD are bureaucracy and time. Discuss.
List the main benefits of SD over other strategic planning processes.
What are the drawbacks of initiating SD at the departmental or divisional levels (i.e., below the senior-management level)?
In Figure 19.11, how much time is allocated each year to preparing and deploying plans?What do you think happens at the monthly and quarterly reviews?
How are cross-functional objectives set and managed?
As plans are implemented, describe the process of monitoring and controlling results.
Discuss the role of DM and project management in implementing plans.
Describe how the deployment process in SD results in plans that are realistic and execution-focused.
Refer back to Figure 19.6.◾◾ Which of the initiatives has (have) the greatest cross-functional involvement?◾◾ Which initiative has the weakest relationship to target measures?◾◾ Which of
In the typical X-matrix format shown in Figure 19.12, what goes into each of the boxes, 1–5?
Describe the elements of an annual strategic summary plan.
What distinguishes breakthrough improvements from daily management improvements?
What is True North? What are the characteristics of a good True North statement?
List the factors a senior management team would consider in assessing the organization’s current state.
Use one or two sentences to describe each of the following SD themes:◾◾ Vision and long-term strategy◾◾ Breakthrough objective◾◾ Cascading objectives and plans (deployment)◾◾
List the steps in the SD process as described in this book?
What are other common names for SD?
Where did SD originate? Can SD be attributed to any one person or company?
Describe in one or two sentences the purpose of the SD process.
How is DM implemented? Should it precede or follow changes to the shop floor (implementation of lean tools and methods)?
What is the connection between continuous improvement and standard work?
How does DM address situations that require immediate response?
How does DM address the “readiness” of a department or process?
What is the purpose of gemba walks? Who is involved? How often does a manager do a gemba walk?
Describe key features of a daily huddle.
How is information on visual displays updated and who checks on information accuracy?
What typically is posted on a KPI board? How is the KPI board used in DM?
Briefly describe each of the following visual management tools, what they are used for, and how they are updated: heijunka box, task assignment board, suggestion status board.
Discuss how visual management is part of DM.
How do leaders and managers have time for leader standard work?
How does leader standard work assist in training leaders?
Review the standard work tasks for leaders at different levels in Figures 18.3 through 18.6.Discuss similarities and differences between them.
Discuss similarities/differences between huddles at levels 1, 2, and 3.
Explain the daily accountability process and tiered levels of successive checks.
Contrast “focus on process” with “focus on targets.” How does focus on process result in hitting targets?
According to one estimate, only 20% of the effort in a “lean transformation” is implementing lean tools and methods. What is “lean transformation”? What is the other 80%?
How do managers get people to change behavior?
“Changes in behavior precede changes in attitudes and values.” What does that mean?
What does “developing competent leadership everywhere” mean?
What habits might you see in an organization that has lean culture?
What is organizational culture? How do you see culture
In lean production, what happens following each implemented improvement?
A supplier makes daily deliveries to three customers, similar to the case illustrated in Figure 17.7a. Assume travel time for each leg of the route is one hour; loading the truck at the supplier
A manufacturer negotiates with a nearby supplier to deliver parts twice a day. The round trip travel time between the manufacturer and supplier is about 1.5 days. The supplier needs one day to fill
Give examples of how the continuous improvement concept can be applied by a team of customers, suppliers, and carriers.
Virtually all of the lean concepts discussed throughout this book apply not just to manufacturers, but also to their suppliers, and to the carriers and distributors that link customers and suppliers.
Discuss the role of the purchasing function in managing supplier relationships.
Discuss the process of evaluating suppliers for selection and ongoing performance assessment.Besides the usual criterion of price, what should a company look for in selecting among suppliers?
What is vendor-managed inventory?
Discuss significant differences between customer–supplier partnership agreements and traditional purchase contracts with regard to the following: time period of agreement; mutual expectations about
Discuss how the following aspects of customer–supplier relationships change when parties move from being adversaries to being partners: criteria for purchase decisions, responsibility for design,
What is the role of supplier–customer teamwork in SCM? How is this teamwork manifested?
Describe briefly the philosophy of supply chain management (SCM).
Discuss the tradeoffs facing a manufacturer in deciding between designing and producing a product itself versus outsourcing design and production.
What is the role of suppliers and supplier relationships in the TPS and concurrent engineering?To answer this question, review Chapter 1, Race without a Finish line and Chapter 4, Customer-Focused
What role does the supply chain play in the competitive position of any one company?
In 10 words or less, define what constitutes the supply chain.
Suppose the demand forecast for February is 17,000 units, and 860 units are on backorder.a. Assuming nineteen eight-hour working days in February, what daily production rate is required?b. What is
The rate-based MPS for December and demand for January are as follows:Row December January 1.Forecast 15,600 12,4002.Backlog 990 ? 3.Anticipated demand 16,590 12,4004.Working days 15 215.Production
The rate-based MPS for July and demand for August are as follows:Row July August 1.Forecast 3700 40002.Backlog 37 ? 3.Anticipated demand 3737 4,020 4.Working days 21 205.Production rate 177
Figure 16.14 is the BOM for product X.The plant is converting to cellular manufacturing, with stock areas of the cells linked by kanbans. The switch to cells will affect the following
At Gornigs Corp., pull production with visual shop floor controls is being implemented for two products, ARM and CARM. Figure 16.13 shows the BOMs for the products under the existing push production
Shown in Figure 16.12 is the BOM for a large motor assembly.An MRP system is used to schedule each step. For motor assemblies the lot size is 100 units and the lead time is one week. Eighty motors/wk
Explain the difference between a typical MPS and a rate-based production schedule. Why in a pull production system is one preferable over the other?
Explain the concept of postdeduct (backflushing). What is a deduct point? What is a deduct list?
Explain the purpose of phantom records.
What effect does pull production have on product BOMs? Why do products made in pull systems need fewer-level BOMs than the same products produced in MRP-type push systems?
Describe the purpose of the visual management system in shop floor control. Review the ways that such visual management is achieved.
Discuss the relationship between preparing the MPS and shop floor capacity planning.What role does the agility of the shop floor have in this relationship? How is such agility achieved?
For each of the following kinds of procurement systems, discuss applications and relative advantages and disadvantages:a. Supplier Kanban linksb. MRP systems for daily (or more frequent) order
What is the purpose of sharing tentative production plans and schedules with suppliers?
Explain the procedure for setting daily schedules based upon initial production plans and incoming customer orders.
Explain the procedure of preparing tentative production plans for pull production. Describe what happens as these plans become more firm and, eventually, fixed. What are the purposes of longer-range
Figure 15.11 is the precedence diagram for an assembly process. Table 15.7 shows the task time in minutes tij for i =a, b,c, …, h; j = X, Y, Z. Suppose the daily demand is 30 units for X, 15 units
Average daily demand for a product is 95 units. A production workcell has four workstations and runs 400 min/day. The time to complete tasks at the workstations is 210, 180, 205, and 160 seconds,
The level-1 bill of materials (BOM) of parts for the components in problem 1 are as shown in Table 15.6 (parenthesis indicates number of this part needed for each component):The parts come from the
Feebo Company assembles components U, V, W, and X in a cell in daily quantities of 70, 140, 280, and 35, respectively.a. Given a 480-minute workday, what is the average overall component CT of the
Discuss the ramifications (relative pros and cons, ease or difficulty) of adapting production to schedule changes by (1) altering the length of the workday and (2) altering the production rate.
Discuss ways to reduce the effects of disruptions in a synchronized process.
Comment on the following: A process has eight workstations in sequence; the workstation with the greatest work content takes 94 seconds; therefore, the CT for the entire process should be set to 94
Discuss the meaning of the term line balancing as it applies to an MMP process.
What does it mean for the workstations in a process to be balanced?
In bottleneck scheduling, why is it desirable to maintain a buffer of work ahead of the bottleneck?
Explain the meaning of the terms drum, buffer, and rope.
Regarding the production capacity of all operations in a process, what is necessary to base the CT of those operations on the required CT at final assembly?
Explain (1) the relationship between production rate and CT, and (2) their interpretation in synchronous production.
How is a process synchronized when the completion times per unit of the operations in the process are different?
Explain the concept of synchronization in a process. What is necessary to synchronize a process consisting of a sequence of operations?
Zemco Dynamics Inc. makes tables with the following options:Top size : Small, medium, large Top material : Cherry, maple, oak, Corian Legs : Spindle, ornate, Corinthian Leaves (offered on medium and
For problem 11, suppose the level 2 breakdown shows the following:Component N O P Q Parts, Level 2 BOM RT WV RU VS TV WS UV Is it now possible to completely modularize the parts and components for
The following figure shows the level 1 BOMs for different options offered in a product. Can the components be completely modularized? List the planning bills of the components that can be
To simplify the items at level 1 of a product BOMs, Julia Megan & Co. has started putting small, loose parts for its products in kits. For four of the products, the number and kind of small parts is
Juarez Inc. manufactures telephone answering machines in the following configurations:Options No. Choices Colors 6 Cord/cordless 2 Memory capability 3 Features switch 2 Tone select 2 Volume select
Following is a level 1 breakdown of the parts for four models of a product:Commercial Military Standard (CS) Deluxe (CD) Standard (MS) Deluxe (MD)Small parts CP CP CP CP Body shell BSS BSM BSL BSL
Refer to example Problem 4.Assume products A, B, and C must be produced in proportion 4:2:1 and yield a total of 350 units. Also assume the pitch times as given.a. Suppose in setting up the heijunka
A schedule calls for producing 40 As, 20 Bs, and 30 Cs. Process time is five minutes per A, eight minutes per B, and 10 minutes per C.a. Develop the mixed-model repeating sequence. Assuming 60
A product comes in three models, J, K, L, and the demand for each relative to the total is 10, 30, and 60%, respectively. What is the mixed-model repeating sequence?
What is the mixed-model repeating sequence for meeting a daily production requirement of 48 model As, 24 model Bs, 12 model Cs, 36 model Ds, and 24 model Es?
The LAN’ s End line assembles three kinds of switching boxes: SBA, SBN, and SBX. Demand for SBA is half that of SBN, but is the same as SBX. Assembly of SBA takes six minutes;assembly of SBN and
The LAN’ s End company produces peripheral devices for computer networks. Among its products are three styles of modems: LEB, LEM, and LEX. The FAS, which is fixed four weeks in advance of

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Lean Production For Competitive Advantage A Comprehensive Guide To Lean Methodologies And Management Practices 2nd Edition Dr John Nicholas - Solutions

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