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Essay / Research Paper Abstract
This 4 page paper answers questions about "Quality Parts Company" with regard to its implementation of just-in-time (JIT) techniques. Bibliography lists 10 sources.
Page Count:
4 pages (~225 words per page)
File: D0_HVQulPts.rtf
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Unformatted sample text from the term paper:
suppliers, manufacturers and customers relate to each other. This paper answers questions about "Quality Parts Company" with regard to its implementation of just-in-time (JIT) techniques. Questions In the
case study under discussion, the QPC company manager is considering some strategies that are not in harmony with JIT principles. What precisely are these principles? One source lists
them as follows: "the use of multiple small machines"; group technology (i.e., product, not process, focused manufacturing); "production smoothing"; "leveled schedules"; "labour balancing"; "set-up reduction"; "standard working (defined by the
operator not the industrial engineer)"; "visual controls" and "minimizing inventory" (Just-in-time (JIT)). There are recurring themes in this list, namely reducing, smoothing, leveling, and standardizing. Another source says that
just-in-time "is an inventory strategy implemented to improve the return on investment of a business by reducing in-process inventory and its associated costs" (Just in time, 2006). Both of
these sources stress the fact that JIT, first and foremost, is concerned with managing inventory and keeping it low, so the fact that the new manager intends to "stockpile" inventory
is a violation of JIT principles and a serious mistake, probably the worst she could make. There are many things wrong with this operation, including a 10% scrap rate, a
25% (!) turnover in employees (this is potentially ruinous-any companys biggest expense is training new employees), and the fact that the inventory only turns twice a year. With
regard to scheduling, JIT principles dictate that inventory come in only as needed - that after all is what "just in time" means - because if it comes too quickly,
employees will not be able to keep up with it; if its too slow, production will be too slow (Information about just in time). Specifically, sub-assemblys practice of building
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