Operations Management - Qp9

Explanation
The JIT system, or Just-in-Time system, has indeed been the foundation for numerous advancements in operations management in the last decade. This system aims to minimize waste and improve efficiency by delivering products or materials exactly when they are needed in the production process. Its principles have led to the development of lean manufacturing, continuous improvement, and supply chain optimization strategies. As a result, many companies have adopted JIT practices to streamline their operations and achieve better overall performance.

Explanation
Kanban is a lean manufacturing technique that uses visual signals to trigger the movement of materials or information. It helps to regulate the flow of work by ensuring that processes only produce what is needed, when it is needed. By using kanban, organizations can avoid overproduction and reduce waste, leading to a more efficient and streamlined workflow. Therefore, the statement that flow can be regulated by the use of kanban is true.

Explanation
Under capacity scheduling is not often practiced with the Kanban system. The Kanban system is a lean manufacturing method that aims to minimize waste and improve efficiency by only producing what is needed, when it is needed. It works based on the principle of "pulling" materials or products through the production process based on customer demand. This means that production is aligned with actual demand, and there is no need for surplus hours or overproduction. Therefore, the correct answer is False.

Explanation
Housekeeping is indeed closely related to layout, especially from a lean viewpoint. In lean manufacturing, housekeeping refers to the practice of organizing and maintaining a clean and orderly workspace. A well-organized layout is essential for efficient and effective housekeeping, as it ensures that tools, materials, and equipment are properly stored and easily accessible. By implementing good housekeeping practices, companies can improve safety, productivity, and overall operational efficiency. Therefore, the statement "Housekeeping is a concept closely related to layout, at least from a lean viewpoint" is true.

Explanation
Increasing set-up times or changeover times does not increase capacity or allow for flexibility and smaller batches. In fact, longer set-up times and changeover times can lead to decreased capacity and hinder flexibility. JIT scheduling, on the other hand, aims to minimize set-up times and changeover times to improve efficiency and responsiveness in production. Therefore, the statement is false.

Explanation
Visibility can be classified under several headings, including schedule, daily communication, and operator skill charts. Schedule refers to the ability to see and track the progress and timing of tasks and activities. Daily communication involves the exchange of information and updates on a regular basis to ensure everyone is aware of the current status and any potential issues. Operator skill charts provide a visual representation of the skills and capabilities of individual operators, allowing for better planning and allocation of resources.

Explanation
Time-based competitiveness has indeed developed out of JIT (Just-in-Time) manufacturing and has had a significant impact on manufacturing, service, and distribution. JIT manufacturing focuses on reducing waste and increasing efficiency by producing and delivering goods or services exactly when they are needed. Time-based competitiveness takes this concept further by emphasizing the importance of speed and responsiveness in meeting customer demands. By reducing lead times, improving delivery schedules, and increasing flexibility, organizations can gain a competitive advantage in today's fast-paced business environment. Therefore, the statement "Time-based competitiveness has developed out of JIT manufacturing to have a big impact on manufacturing, service, and distribution" is true.

Explanation
BPR (Business Process Reengineering) cannot be seen as a natural development from ideas such as Kanban, systems analysis, time-based competitiveness, and total quality. BPR is a management approach that involves radical redesign and reorganization of business processes, while the mentioned ideas focus on specific aspects of process improvement or competitiveness. Therefore, the statement is false.

Explanation
Implementing BPR (Business Process Reengineering) typically requires a thorough evaluation and analysis of the existing systems and processes within a company. This examination is necessary to identify areas for improvement and to determine how to redesign and optimize these processes to achieve better efficiency and effectiveness. Therefore, the statement "To implement BPR usually involves a fundamental examination of company systems" is true.