1. Discuss how product design elements mentioned in chapter 14 will help organizations in reducing waste, eliminating disruptions, and making the organization more flexible. Discuss these points in detail relating to the content from the textbook and based on your understanding. (25 Points) me ha poem held be wealty continuously, the pool met Everyone should be inveloper, middle managers, and we Kan is built on a cheap strategy and it does not require spendi pea 5 l can be applied anywhere 6. lis supported by a visual system. Total transparency of procedures, prove alues, making problems and wastes visible to all 7. It focuses attention where he is created is provisoriented It stresses that the main effort of improvement should come from now thinking and new work style 10 The essence of national learning is to learn while doing 14.3 BUILDING BLOCKS The design and operation of a lean system provide the foundation for accomplisting the mentioned goals. As shown in Figure 14.1. the building blocks are 1 Process design 3. Persoanelorganizational elements 4 Manufacturing planning and control Speed and simplicity are two common threads that run through these building Mods Product Design Four elements of product design are important for a lean production system 2 Modular del Highly capable production systems with quality built in 4 The use of standard party means the workers have fewer parts del indossare reduced Purchasing handling and checking quality it. This modes the umber of parts to deal with Chapter Fourteen to call it is crucial to lenyebeca pot create or w or the occurrence of problems due to poor quality che of small lot sizes and the absence of bullerstock productie and it cannot resume until the problems have been resohedOb ne process Is Costly and cut into planned output levels, so there y to avoid shutdowns and to quickly resolve problems when they do appear andre products that lead to standardized job methods.ploy who are very and the production process. High quality levels can be les produce ular with their jobs, and use standardized equipment. Morcover the cost of product design plebeilding and potahe to choose cost per unit. It is also important to choose appropriate quality levels in terms of the full net and of manufacturing capability. Thus, product design and process designed Engineering changes can be very disruptive to smooth operations. Concurrent engineering practices (described in Chapter 4) can substantially reduce these disructions Concurrent Engineering To achieve a mother transition from product design to production, and to decrease produe development time, many companies and using simulaneous development, or concorrente online concurrent engineering means bringing design and man e people topether early in the design phase to simultaneously devely prie for creating the product. More recently, this concept has been memuturing personnelles materials specialists and marketing and inly integrated functional teams In addition, the views men are frequently sught. The purpose of course, is to achieve prodat for well as manufacturing capabilities developed a new product without any input from manufacturing to matriwhich would then have to develop a peace There all approach created tremendous challenge iets and pratly increasing the time needed to versus them mentality 14.3 BUILDING BLOCKS The design and operation of a lean system provide the foundation for accomplishing the one mentioned goals. As shown in Figure 14.1. the building blocks are: 1 Product design 2. Process design 3. Personnel/organizational elements 4. Manufacturing planning and control Speed and simplicity are two common threads that run through these building blocks Product Design Four elements of product design are important for a lean production system 1. Standard parts 2. Modular design 3. Highly capable production systems with quality built in 4. Concurrent engineering The first two elements relate to speed and simplicity The use of standard parts means that workers have fewer parts to deal with and times and costs are reduced. Purchasing, handling, and checking quality are more time lend themselves to continual improvement Another important benefit is the ability Modular design is an extension of standard parts Modules are clusters of parts a single unit. This greatly reduces the number of parts to deal with simplifying purchasing, handling, training, and so on. Standardization has the added benefit the number of different parts contained in the bill of materials for various produto Chapter Fourteen JIT and Lean Operations Lean requires highly capable production systems. Quality is the sine qua non (without which not") of lean. It is crucial to lean systems because poor quality can create major disrup- flow of work; the occurrence of problems due to poor quality creates disruption in this flow Because of small lot sizes and the absence of buffer stock, production must cease when prob- lems occur, and it cannot resume until the problems have been resolved. Obviously, shutting down an entire process is costly and cuts into planned output levels, so it becomes imperative Lean systems use a comprehensive approach to quality. Quality is designed into the prod- uct and the production process. High quality levels can occur because lean systems produce familiar with their jobs, and use standardized equipment. Moreover, the cost of product design quality (i.e., building quality in at the design stage) can be spread over many units, yielding a low cost per unit. It is also important to choose appropriate quality levels in terms of the final customer and of manufacturing capability. Thus, product design and process design must go hand in hand Engineering changes can be very disruptive to smooth operations. Concurrent engineering practices (described in Chapter 4) can substantially reduce these disruptions. Concurrent Engineering To achieve a smoother transition from product design to production, and to decrease product development time, many companies are using simultaneous development, or concurrent engi- neering in its narrowest sense, concurrent engineering means bringing design and manu facturing engineering people together early in the design phase to simultaneously develop the product and the processes for creating the product. More recently, this concept has been enlarged to include manufacturing personnel (eg., materials specialists) and marketing and purchasing personnel in loosely integrated, cross-functional teams. In addition, the views of suppliers and customers are frequently sought. The purpose, of course, is to achieve product designs that meet customer wants as well as manufacturing capabilities. Traditionally, designers developed a new product without any input from manufacturing and the curned over the design to manufacturing, which would then have to develop a process See the new product. This over-the-wall" approach created tremendous challenges for memerating numeroas conflicts and greatly increasing the time needed to suc ally produce a new product. It also contributed to anus versus them" mentality