Operation Management Manufacturing Process

Question: Discuss about the Operation Management for Manufacturing Process. Answer: At the kaizen event, Carrier and Kallish were given the two important goals of increasing the productivity by 35% and decreasing the level of inventory to 40% in the PSEM manufacturing process of Olomouc plant. Areas where Carrier and Khallish excel Khallish used stop watch to gain more knowledge about the manufacturing process. This helped him to determine the duration of every step and the waste time involved. To have a long -term and potential impact ,Carrier and Kallish decided to show the proposed changes in numerical terms as quantifiable data always have a long lasting impact. Carrier also took a brief tour of the plant so that they can have knowledge about the overall working. They have suggested that if producers keep the tools arranged in a certain manner, it will result in decrease in the motion time which is around 6-7 minutes on an average. Areas of failure for Carrier and Kallish Carrier designed a new cell and with this new establishment, the problem of inventory management has arrived. For this, whole day presence of one person is required for restocking. They were not able to convince the operators about certain changes related to proper organization of tools. The team of operators only wants to rely on the same old and routine activities. This created a big hurdle in the process of designing a new cell. They both were uncertain about the proposed plan, whether it could meet the customers demand or not. They were running short of time due to the long- time observation process. Future course of action To eliminate the work halt due to absenteeism of the operators, Khallish should focus on eliminating waste, so that the workers can be reallocated when needed. Carrier should find out a person who will manage the inventory inside the cell. It would definitely decrease the inventory level. Both should make such strategies so that the operators would become ready to implement the changes in their daily day to day business and work as a team to run the new cell. The inventory space between the workstations was low and it creates difficulty in pulling WIP and consumes more time. This low space also limits the pace of the workers. Carrier and Khallish already included U-shaped cell in their new design. This would eliminate the idle time of the worker and increase productivity. Also, the concept of jidoka should be involved in PSEM which would help in addressing the issues as and when they rise. Also, to increase productivity and maintain high level of consistency, standardization could be incorporated in the PSEM manufacturing process.