(jit) principles and systematic layout planning as tools to improve ...

Recommendations

Info

No. 1 2 3 4 5 6 7 8 9 TABLE 1.2 Summary of Machine Efficiency and Utilisation of the Gemini Cell (May-July 97 Production) Machine Number Al A2 A4 A5 A6 A7 A8 A9 AID Description TOSHIBA 350 E-17A STORK 1000/250 DEMAG250NC111 DEMAG400NC111 STORK 2500/440 STORK 1000/250 STORK 1600/330 STORK 2500/440 STORK 2500/440 AVERAGE Ma Efficiency (%) Birkbys UOB 80 76.5164.1 74.34 80 82.00 80 44.1524.3 50.96 80 68.05 80 82.59 80 83.72 80 85.83 80 78.50 80 85.45 y-yi Utilisation (%) Birkbys UOB 81.5 84.24 49.4 63.60 64.8 92.83 74.4 93.69 21.6 89.43 91.5 82.35 91.5 83.61 80.00 76.3162.57 79.45 Efficiency (%) Birkbys UOB 80 90.38 Jun 80 81.64 81.5 94.65 80 88.42 80 70.68 80 85.66 80 89.45 80 66.47 80 95.28 80 80.4191.5 80.26 80.00 83.15 97 Utilisation (%) Birkbys UOB 64.1 92.92 24.3 93.77 49.4 84.38 64.8 92.97 74.4 95.45 21.6 80,63 91.5 96.85 Jul Efficiency (%) Birkbys UOB 80 79.66 80 54.65 80 55.21 10.7 42.08 80 36.20 80 80.78 80 74.90 80 28.84 80 43.5188L1 49.82 80 82.77 97 Utilisation (%) Birkbys UOB 83.2 84.13 88.3 71.32 30.8 66.52 65.5 77.00 49.9 68.35 24.7 50.04 88.1 74.41 62.57 90.21 80.00 59.61 58.81 64.85
At the University of Bradford (UOB), machine efficiency and utilisation is calculated as follows [Khan (1997)]: Efficiency: Efficiency = [(Time required to produce parts)/(Actual time taken to produced parts)] x 100% Utilisation: Utilisation = [(Available hours - Stoppage hours)/(Available hours)] x 100%; where stoppage hours are shown in Table 3,3. Results of the calculation (shown in Table 1.2) shows that there are differences between the figures derived from the Birkbys and the University of Bradford's (UOB). The UOB calculation is based on the industrial standard (Khan, 1997); As the data were all actual, it can strongly be said that UOB calculation is more realistic than Birkbys Plastics Limited's which used only estimated figures. The causes of machine stoppages which resulted in the reduction of the machines efficiency and utilisation are recorded in Table 1.3. The most frequent stoppage with 26 cases was because the operator was assigned to perform other work. An operator may be transferred from one machine to another with higher priority leaving the first machine without operator. 1.2 Tool Set-up and Changeover Observations were made to determine the actual time taken for the tool setup and changeover on only seven different machines and times. The actual time taken for the tool set-up and changeover is three hours which exceeds the company-targeted time of two hours. The result of the seven observations are tabulated in Table 1.4. 1.3 Summary Each worker such as operator, technician, QC personnel, material supplier and fork-lift truck driver has only a limited number of tasks to do. A technician has to wait for a fork-lift truck driver to deliver a tool to be changed. When intact, the technicians could pickup the tool and record themselves. During the tool set-up, time was also wasted due to unnecessary movements and readjustments of the tool to fit into the machine. 35
Page 1 and 2: PRODUKTIVm SUPPLIER DEVELOPMENT IN
Page 3 and 4: pRODUKnvm PENASIHAT Tuan Haji Ismai
Page 5 and 6: BIODATA OF RALIMOHD NOR Rali Mohd N
Page 7 and 8: The supplier development concept ha
Page 9 and 10: 4. SCOPE AND LIMITATIONS OF THE STU
Page 11 and 12: Annual Master Plan (AMP) Long Range
Page 13 and 14: 6.2 SELECTION OF SUPPLIERS The supp
Page 15 and 16: Cases/ Company Company A Company B
Page 17 and 18: Proton inherited the automobile tec
Page 19 and 20: such as of technical know-how, supp
Page 21 and 22: A point worth noting in the Malaysi
Page 23 and 24: finished products. In short, the JI
Page 25 and 26: Car Assembly Production © Reverse
Page 27 and 28: Appendix 1: Cost Breakdown of Proto
Page 29 and 30: Departments Procurement & Vendor De
Page 31 and 32: Average ration of share parts Produ
Page 33 and 34: Sako, M, (1992), "Prices, Quality a
Page 35 and 36: JUST-IN-TIME (JIT) PRINCIPLES AND S
Page 37: UJ UJ Figure 1.1: Existing Layout o
Page 41 and 42: Presently, tools for all the machin
Page 43 and 44: 2.3 Proposed Layout Improvement No.
Page 45 and 46: MC NO. Al A2 A4 A5 A6 47 A8 A9 A10
Page 47 and 48: Controller who plans the production
Page 49 and 50: Figure A4r i > \ 2 \l C c / ) 1.8 P
Page 51 and 52: Raw Mat. Store Tool Storage Area To
Page 53 and 54: above, the forklift is not required
Page 55 and 56: The remaining of the production los
Page 57 and 58: 4.10 Set-up Time Reduction Saving T
Page 59 and 60: TABLE 2.2 Standard Price List for P
Page 61 and 62: 5.3 Project Achievements The propos
Page 63 and 64: REFERENCES 1. Alaya, S.E.B.H., Elim
Page 65 and 66: 27. Monden Y., Toyota Production Sy
Page 67 and 68: BIODATA OF ALIAS RADAM Alias Radam
Page 69 and 70: an investment-driven strategy towar
Page 71 and 72: country's dependence on chemical im
Page 73 and 74: distance ratio: OB/OF in order to m
Page 75 and 76: productivity growth in the context
Page 77 and 78: egistered the largest increase in m
Page 79 and 80: Productivity Growth Measurement Two
Page 81 and 82: CONCLUSION Chemical related industr
Page 83 and 84: Chambers, R. (1988) Applied Product
Page 85 and 86: Maisom, A. (1995) "Total Factor Pro
Page 87 and 88: TABLE 1 TYend in Production, Employ
Page 89 and 90:
MIC Code 35111 35119 35120 35130 35
Page 91 and 92:
Year 1983 1984 1985 1986 1987 1988
Page 93 and 94:
TABLE 8 Malmquist Index, Technical
Page 95 and 96:
FIGURE 2 Malmquist Index and Produc
Page 97 and 98:
BIODATA OF DR. SHARIFUDDIN ZAINUDDI
Page 99 and 100:
However, the extremely few existing
Page 101 and 102:
SERVICE QUALITY MODEL According to
Page 103 and 104:
Word of Mouth Communications CONSUM
Page 105 and 106:
any point in the ZoT might be consi
Page 107 and 108:
who pay a nominal fee and received
Page 109 and 110:
RESEARCH FINDINGS Hypothesis la: Ac
Page 111 and 112:
TABLE 2 Manova and Paired Sample T-
Page 113 and 114:
It could be real that government fa
Page 115 and 116:
REFERENCES Adam, E.E. Jr., J.C. Her
Page 117 and 118:
McKinney, Jerome B., 1995. Understa
Page 119 and 120:
SYMBOLISM AND BUSINESS EDGAR J. RID
Page 121 and 122:
Once it is understood that we live
Page 123 and 124:
must be eliminated because racism n
Page 125 and 126:
which are people of color, out of t
Page 127 and 128:
The productivity problems of Americ
show all

(jit) principles and systematic layout planning as tools to improve ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?