SCO 3001 – Supply Chain and Operations | Exam 1 | University of Minnesota | Operations
Strategy, Process Types & Capacity Management with Q&A
Little's Law Relates number of items in the system to arrival rate and throughput time
Calculation:
I = TxR
I= avg # of things in system
T= Avg throughput time
R= Avg flow rate into the process
Utilization Rates = daily inputs/capacity
Rolled throughput Yield (RTY) measures the probability of a unit passing a set of processes
defect free
= multiplying the individual yields of different processes
Lean -Eliminate waste
-more than a physical item
-lost time or non-productive activity is waste (unclear instructions, performing unnecessary
work)
PDCA cycle Plan: determine goals for a process and needed changes to achieve them
Do: implement the changes
Check: evaluate the results in terms of performance
,Act: Standardize and stabilize the change or begin the cycle again, depending on the results
muda reduce waste
--create product/service value from customer perspective
Gemba Observe the process
--identify, study, improve the value stream
Takt time Ensure simple, smooth error-free flow
Kanbans produce only what is pulled by customer
n=(DT)/C
D= demand rate (at work center)
T= time for container to complete circuit
C= container size (# units)
seven forms of waste overproduction, waiting time, unnecessary transportation, excess
processing, too much inventory, unnecessary motion, and defects
5S Technique --Organize workspace to improve employee morale, safety, process efficiency
--Reduce time looking for "things"
Seiri (sort), seiton (straighten), seiso (shine), Seiketsu (standardize), Shitsuke (sustain)
, Kaizen --continuous improvement of an entire value stream or an individual process to
create more value with less waste
Quality of Lean System essential, defects are waste, no inventory to cover up mistakes,
system designed to expose errors (correct them at their source so not repeated), continuous
improvement of the process
Value stream mapping (VSM) -Value stream is all procesing steps to complete
product/service
-extension of process flowcharting
-includes value-adding/non-value-adding activities
-Requires direct observation process (gemba)
-Change and improve process
Dimensions of Quality Availability, Quality Conformance, Field service, Quality of design
Quality of Design --Determined before the product is produced
--it translates the "wishes" of customers into specifications
--Depends on market research, design concept, specifications
Quality of Conformance --Producing a product/service that meets specifications
--Even "cheap" products can have conformance quality (may not be durable, is achieved if they
match their design)
Availability continuity of usefulness to customers, operational
=(Uptime) / (Uptime + Downtime)
Strategy, Process Types & Capacity Management with Q&A
Little's Law Relates number of items in the system to arrival rate and throughput time
Calculation:
I = TxR
I= avg # of things in system
T= Avg throughput time
R= Avg flow rate into the process
Utilization Rates = daily inputs/capacity
Rolled throughput Yield (RTY) measures the probability of a unit passing a set of processes
defect free
= multiplying the individual yields of different processes
Lean -Eliminate waste
-more than a physical item
-lost time or non-productive activity is waste (unclear instructions, performing unnecessary
work)
PDCA cycle Plan: determine goals for a process and needed changes to achieve them
Do: implement the changes
Check: evaluate the results in terms of performance
,Act: Standardize and stabilize the change or begin the cycle again, depending on the results
muda reduce waste
--create product/service value from customer perspective
Gemba Observe the process
--identify, study, improve the value stream
Takt time Ensure simple, smooth error-free flow
Kanbans produce only what is pulled by customer
n=(DT)/C
D= demand rate (at work center)
T= time for container to complete circuit
C= container size (# units)
seven forms of waste overproduction, waiting time, unnecessary transportation, excess
processing, too much inventory, unnecessary motion, and defects
5S Technique --Organize workspace to improve employee morale, safety, process efficiency
--Reduce time looking for "things"
Seiri (sort), seiton (straighten), seiso (shine), Seiketsu (standardize), Shitsuke (sustain)
, Kaizen --continuous improvement of an entire value stream or an individual process to
create more value with less waste
Quality of Lean System essential, defects are waste, no inventory to cover up mistakes,
system designed to expose errors (correct them at their source so not repeated), continuous
improvement of the process
Value stream mapping (VSM) -Value stream is all procesing steps to complete
product/service
-extension of process flowcharting
-includes value-adding/non-value-adding activities
-Requires direct observation process (gemba)
-Change and improve process
Dimensions of Quality Availability, Quality Conformance, Field service, Quality of design
Quality of Design --Determined before the product is produced
--it translates the "wishes" of customers into specifications
--Depends on market research, design concept, specifications
Quality of Conformance --Producing a product/service that meets specifications
--Even "cheap" products can have conformance quality (may not be durable, is achieved if they
match their design)
Availability continuity of usefulness to customers, operational
=(Uptime) / (Uptime + Downtime)
