Question:
Discuss the basic concepts of Total
Quality Management?
Solution:
Concept Of Total Quality
Management
The concept of total quality management
(TQM) is an approach to management that focuses on improvement in the quality
of goods and services supplied to customers as the key to business
success.
It is defined as a continuous
improvement process involving all employees. From the management level to
the workshop level in a total integrated effort dedicated to improving the
performance at every level in the company.
These improvements are performance
directed to satisfy perceived cross-functional goals such as quality, cost,
technical performance, schedules and human resource development.
A considerable body of empirical study
suggests that the benefits of TQM include higher quality products, produced
more efficiently, resulting in improved business performance.
TQM is focuses
on management philosophy providing leadership, training and motivation in order
to improve continuously the operation of the organization. QTM process is
concentrated on elements as:
- Management
commitment
- Integration
and teamwork
- Focusing
on products and processes
- Long-time
commitment by all employees to continuous improvement
Today, high quality of service given to
customers has always been an important part of most successful companies
operating practices. This is seen not only in the way sales people deal
with customers, but also in the quality of the whole product package and the
service given by all employees of the company.
The common understanding of QTM
provides direction and framework for morality in business. It considers and
rewards the efforts of those directly involved, both inside and outside the
organization. It is no coincidence that successful QTM models all tend to
embody concepts of integrity, honesty, commitment, Participation and
ownership.
Question:
Explain the key functions and features
of manufacturing resource planning (MRP II)?
Solution:
manufacturing resource planning (MRP
II) is defined as a method for the effective planning of all resources of a
manufacturing company. Ideally, it addresses operational planning in units,
financial planning, and has a simulation capacity to answer "what -if"
questions and extension of closed-loop MRP.
This is not exclusively a software
function, but a marriage of people skills, dedicated to data base accuracy, and
computer resources. It is a total company management concept for using
human resources more productively.
KEY FUNCTIONS AND FEATURES
MRP II is not a proprietary software
system and can thus take many forms. It is almost impossible to visualize
an MRP II system that does not use a computer, but an MRP II system can be
based on either purchased - licensed or in-house software.
Almost every MRP II system is modular
in construction. Characteristics basic modules in an MRP II system are:
- Master
production schedule (MPS)
- Item
master data (technical data)
- Bill
of materials (BOM) (technical data)
- Production
resources data (manufacturing technical data)
- Inventories
and orders (inventory control)
- Purchasing
management
- Material
requirements planning (MRP)
- Shop
floor control (SFC)
- Capacity
planning or capacity requirements planning (CRP)
- Standard
costing (Cost control)
- Cost
reporting/management (Cost control)
Together with auxiliary systems such
as:
- Business Planning
- Lot traceability
- Contract management
- Tool management
- Engineering change control
- Configuration management
- Shop floor data collection
- Sales analysis and forecasting
- Finite capacity scheduling (FSC)
And related systems such as:
- General ledger
- Accounts payable (purchase ledger)
- Accounts receivable (sales ledger)
- Sales order management
- Distribution requirements planning (DRP)
- Automated warehouse management
- Project management
- Technical records
- Estimating
- Computer-aided design/computer-aided manufacturing (CAD/CAM)
- CAPP
The MRP II system
integrates these modules together so that they use common data and freely
exchange information, in a model of how a manufacturing enterprise should and
can operate. The MRP II approach is therefore very different from the
"point solution" approach, where individual systems are deployed to
help a company plan, control or manage a specific activity. MRP II is by
definition fully integrated or at least fully interfaced.
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