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Quality Function Deployment (QFD) provides benefits such as being customer-driven, allowing for competitive analysis, reducing development time and costs, and creating documentation. A fixed-position layout is suitable when a product is too large to move, such as with shipbuilding, construction, and farming, though it has disadvantages related to space and administration. The three main inputs for Materials Requirements Planning (MRP) are a bill of materials, a master schedule outlining production activities and timeframes, and an inventory records file tracking on-hand and on-order quantities.

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24 views

MBA Material

Quality Function Deployment (QFD) provides benefits such as being customer-driven, allowing for competitive analysis, reducing development time and costs, and creating documentation. A fixed-position layout is suitable when a product is too large to move, such as with shipbuilding, construction, and farming, though it has disadvantages related to space and administration. The three main inputs for Materials Requirements Planning (MRP) are a bill of materials, a master schedule outlining production activities and timeframes, and an inventory records file tracking on-hand and on-order quantities.

Uploaded by

balebongu
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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1(b) There are many benefits to be realized by using Quality Function Deployment (QFD), including the following:

 
·    Customer driven:  The focus is on customers wants, not what the
company thinks the customer wants.  The "Voice of the Customer" drives
the development process.
 
·          Competitive analysis:  Other products in the marketplace are
examined, and the company product is rated against the competition.
 
·          Reduced development time:  The likelihood of design changes is
reduced as the QFD process focusses on improvements to be made to
satisfy key customer requirements.  Careful attention to customer
requirements reduces the risk that changes will be required late in the
project life cycle.  Time is not spent developing insignificant functions and
features.
 
·          Reduced development costs:  The identification of required
changes occurs early in the project life cycle. Minimizing changes
following production reduces warranty costs and product support costs.
 
·          Documentation:  A knowledge base is built as the QFD process is
implemented.  A historical record of the decision-making process is
developed.

2(b) FIXED-POSITION LAYOUT


A fixed-position layout is appropriate for a product that is too large or too heavy to
move. For example, battleships are not produced on an assembly line. For services,
other reasons may dictate the fixed position (e.g., a hospital operating room where
doctors, nurses, and medical equipment are brought to the patient). Other fixed-
position layout examples include construction (e.g., buildings, dams, and electric or
nuclear power plants), shipbuilding, aircraft, aerospace, farming, drilling for oil, home
repair, and automated car washes. In order to make this work, required resources must
be portable so that they can be taken to the job for "on the spot" performance.

Due to the nature of the product, the user has little choice in the use of a fixed-position
layout. Disadvantages include:

 Space. For many fixed-position layouts, the work area may be crowded so that
little storage space is available. This also can cause material handling problems.
 Administration. Oftentimes, the administrative burden is higher for fixed-
position layouts. The span of control can be narrow, and coordination difficult.
4(a) MRP INPUTS
According to Stevenson, the information input into MRP systems comes from three
main sources: a bill of materials, a master schedule, and an inventory records file. The
bill of materials is a listing of all the raw materials, component parts, subassemblies,
and assemblies required to produce one unit of a specific finished product. Each
different product made by a given manufacturer will have its own separate bill of
materials. The bill of materials is arranged in a hierarchy, so that managers can see what
materials are needed to complete each level of production. MRP uses the bill of
materials to determine the quantity of each component that is needed to produce a
certain number of finished products. From this quantity, the system subtracts the
quantity of that item already in inventory to determine order requirements.

The master schedule outlines the anticipated production activities of the plant.
Developed using both internal forecasts and external orders, it states the quantity of
each product that will be manufactured and the time frame in which they will be needed.
As Stevenson explained, the master schedule separates the planning horizon into time
"buckets," which are usually calendar weeks. The schedule must cover a time frame long
enough to produce the final product. This total production time is equal to the sum of
the lead times of all the related fabrication and assembly operations. It is important to
note that master schedules are often generated according to demand and without regard
to capacity. An MRP system cannot tell in advance if a schedule is not feasible, so
managers may have to run several possibilities through the system before they find one
that works.

The inventory records file provides an accounting of how much inventory is already on
hand or on order, and thus should be subtracted from the material requirements. "The
inventory records file is used to store information on the status of each item by time
period," Stevenson noted. "This includes gross requirements, scheduled receipts, and
expected amount on hand. It also includes other details for each item, such as supplier,
lead time, and lot size."

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