186
G. Vora et al.
The company does not have an assembly line because it is not in the business of mass
production. All their works are project-driven.
2.2 Problems and Objectives
The major problems were identified by observations and discussions with the production head and several lead engineers. Most of the company resources were utilized
during the R & D period, and prototype building and their major losses came from
these processes. As the company makes SPMs, they are unique and need to be built
from scratch. After designing, they keep on updating the prototype using the trial
and error method. The objectives are as follows:
• To organize the workplace
• To reduce the scrap generation
• To reduce the cost of rework
• To provide with better methods for quality control.
2.3 Data Collection
Although the final design becomes ready, the prototype suffers damage to such an
extent that it needs to be scrapped or involves heavy rework. If the company receives
an order of four similar machines, most of the time, resources for five are allocated,
out of which one is totally scrapped as seen in Fig. 1, or out of four qualities, one
(prototype) is questionable. Either way, the project cost increases, which narrows the
profit margin.
The company’s second-biggest concern is inventory management. Be it the inventory of raw materials, tools, utilities and final product. This creates a lot of chaos,
like if for a product, a metal sheet is required. After a casual walk through the plant,
if it is not seen, they order a new one, and after some days, the company finds that
they had the required sheet.
It is clear from Fig. 2 when needed, the Allen key will not be found, and in the
end, a new set will have to be ordered, or time will be wasted in its search.
Due to a lack of inventory management, the raw materials start rusting, and if the
rusting reaches the granular level, it might lead to unexpected fatigue. As seen in
Fig. 3, there are some metal bars meant for further use, and they are not safely stored
and have started rusting.
As the topics of equipment and raw materials are discussed, storage of finished
goods also needs to be addressed. In the company, if assembly parts are ready before
a deadline or have arrived using outsourcing, no dedicated space is allotted to them
as seen in Figs. 4 and 5. The same is the case for an entire assembly. Due to this,
before assembling or dispatching, an extra round of cleaning and polishing needs to
be done, wasting multiple resources.
G. Vora et al.
The company does not have an assembly line because it is not in the business of mass
production. All their works are project-driven.
2.2 Problems and Objectives
The major problems were identified by observations and discussions with the production head and several lead engineers. Most of the company resources were utilized
during the R & D period, and prototype building and their major losses came from
these processes. As the company makes SPMs, they are unique and need to be built
from scratch. After designing, they keep on updating the prototype using the trial
and error method. The objectives are as follows:
• To organize the workplace
• To reduce the scrap generation
• To reduce the cost of rework
• To provide with better methods for quality control.
2.3 Data Collection
Although the final design becomes ready, the prototype suffers damage to such an
extent that it needs to be scrapped or involves heavy rework. If the company receives
an order of four similar machines, most of the time, resources for five are allocated,
out of which one is totally scrapped as seen in Fig. 1, or out of four qualities, one
(prototype) is questionable. Either way, the project cost increases, which narrows the
profit margin.
The company’s second-biggest concern is inventory management. Be it the inventory of raw materials, tools, utilities and final product. This creates a lot of chaos,
like if for a product, a metal sheet is required. After a casual walk through the plant,
if it is not seen, they order a new one, and after some days, the company finds that
they had the required sheet.
It is clear from Fig. 2 when needed, the Allen key will not be found, and in the
end, a new set will have to be ordered, or time will be wasted in its search.
Due to a lack of inventory management, the raw materials start rusting, and if the
rusting reaches the granular level, it might lead to unexpected fatigue. As seen in
Fig. 3, there are some metal bars meant for further use, and they are not safely stored
and have started rusting.
As the topics of equipment and raw materials are discussed, storage of finished
goods also needs to be addressed. In the company, if assembly parts are ready before
a deadline or have arrived using outsourcing, no dedicated space is allotted to them
as seen in Figs. 4 and 5. The same is the case for an entire assembly. Due to this,
before assembling or dispatching, an extra round of cleaning and polishing needs to
be done, wasting multiple resources.