Activity 9. four
Explain the implications of quality within a MRP system, a JIT system, in addition to Synchronous Production. Which program do you believe to be superior? Why? Jacobs and Pursue (2011) state that an MRP system provides for rejects because they build larger group quantities than actually necessary. They further state that a JIT system cannot put up with poor quality mainly because JIT accomplishment is based on well balanced capacity and a defective part may shut down a complete JIT program (Jacobs & Chase, 2011, p. 695). A synchronous manufacturing program has extra capacity throughout the system, except for at the logjam and if a negative part is definitely produced upstream of the bottleneck, only that part is usually lost (Jacobs & Chase, 2011, p. 695). I think an MRP system would be suitable for the production of straightforward parts or perhaps assemblies given that the cost of declined parts is not too much. This genuinely applies to virtually any system, however the rejection of simple parts won't cost as much as rejecting complex assemblies. JIT devices and synchronous manufacturing devices are similar from the point of view that they both equally try to decrease inventory. JIT systems do that by pressing the burden of inventory upon the provider or a 3rd party logistics company. However , synchronous manufacturing appears more flexible and able to absorb fluctuations as compared with the tightly strung JIT procedures seen in the automotive industry.
Goldratt, E., & Cox, T. (2004). The goal: a procedure of recurring improvement (3rd ed). Superb Barrington, MOTHER: North Water Press.
Jacobs, F. Ur., & Chase, R. W. (2011). Limitation management. In Operations and supply chain management (13th male impotence., pp. 680-715). New York, NEW YORK: McGraw-Hill.
Recommendations: Goldratt, Elizabeth., & Cox, J. (2004). The aim: a process of ongoing improvement (3rd ed). Great Barrington, MA: North River Press.
Jacobs, F. R., & Chase, Ur. B. (2011). Constraint managing. In Operations and supply string management (13th ed., pp. 680-715). Ny, NY: McGraw-Hill.