Topic 8 Discussion Questions
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Industrial Engineering
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Apr 3, 2024
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Topic 8 Discussion Questions & Replies
DQ1:
Compare and contrast JIT, MRP, and synchronized manufacturing, stating their main features, such as where each is or might be used, amounts
of raw materials and work-in-process inventories, production lead times and cycle times, and methods for control.
Just in time (JIT), material requirement planning (MRP), and synchronous manufacturing are three methods of materials planning that improve the manufacturing process. Similarly, all three methods have a goal of low cost, high quality while eliminating excess inventory. Finding the manufacturing process that suits your firm depends on industry, use and preference. A MRP can be used for industries like assemble to stock, make to stock, assemble to order, make to order and engineer to order (Jacobs & Chase, 2020). MRP is most valuable in industries where production is simple, using the same production equipment and in batches (Jacobs & Chase, 2020). Lead times and cycle times are optimized using MRP by streamlining processes. MRP requires computer software in order to build the ordering and planning schedules because it needs accurate, real-time demand forecasts and material procurement schedules. JIT methodology is used in industries like automobile manufacturing, where parts are ordered in time to avoid
stock out but not in excess to maintain large inventory. For JIT, the firm should have a stable demand and
repeated processes, such as an assembly line. Generally, JIT reduces lead times and cycle times via efficient inventory ordering without waste and high quality control measures (Jacobs & Chase, 2020). Synchronized manufacturing takes methodology from both JIT and MRP, however, synchronized manufacturing has a focus on adaptability that the other methods do not. By using synchronized manufacturing, firms are fostering collaboration between parties in order to reduce lead times and cycle times. MRP and JIT both use the backward scheduling, this is when ordering processes start in the future and schedule the required action before its due date (Jacobs & Chase, 2020). Synchronous manufacturing methodology uses forward scheduling processes, where focus is pointed to critical resources needed and non-critical resources are ordered as needed to support the critical resource demand (Jacobs & Chase, 2020). References
Jacobs, F. R., & Chase, R. B. (2020). Operations and supply chain management (16th ed.). New York, NY: McGraw-Hill. ISBN-13: 9781264091676
DQ2: In your own experience, identify an instance when the Theory of Constraints (TOC) was successfully used to improve a process, or when you saw the potential for TOC to improve the process. Provide examples of the bottleneck(s) in the process.
The Theory of Constraints (TOC) is a problem-solving approach that can be applied to many industries and business areas (Jacobs & Chase, 2020). The theory is broken down into five steps in order to identify system constraints and work to remove or better those constraints for a more effective and efficient system. In my own experience, we could use TOC to improve the process of patient appointment scheduling. Since the pandemic, we have seen an uptick in the demand for physician appointments, particularly in psychology and mental health related areas. Currently, we are booking appointments over six months out, which in the case of mental health seems inadequate. Scheduling patients that far out will deter patients from getting help or in some cases might be too late. The TOC could be used to figure out what the bottleneck is in the process, from the beginning when a patient gets a referral to the end when they are seeing the physician. The main bottleneck with the process is the lack of appointments available. There are quite a few solutions to this: hiring more clinicians, opening clinics for longer hours, opening more clinics. However, one has to be selected carefully as another bottleneck can be created. For example, opening the clinic for longer hours could create more appointments and less the demand, but it can also increase physician burnout, which might cause some of them to quit, which in turn would create the bottleneck once again. Therefore, multiple process changes should be implemented in order to solve the bottleneck. We could open up a new clinic and hire additional physicians, therefore creating more appointments but lessening the demand of each physician. Adequate medical care is a top priority and it cannot be met if there are inadequate appointments available to patients. References
Jacobs, F. R., & Chase, R. B. (2020). Operations and supply chain management (16th ed.). New York, NY: McGraw-Hill. ISBN-13: 9781264091676
Response 1
I also discussed the need to increase physician appointments, especially in mental health related fields and especially after the pandemic. In my personal experience, it took me six months to get a psychology referral appointment and ten months to get a neurology referral appointment. For neurology specifically, I have been having worsening migraines that are affecting my home and work life a significant deal more than they used to. I was given a referral in November 2023 and when called to schedule, I was given options for an appointment in September 2024 or January 2025. I don't think I could form a response initially
because I was in shock that I was being given only two options, both of which were so far out that I was deterred to even make one at all. As I stated, the migraines are now interfering with
my personal and professional life, and where I was once able to manage them, it seems that I am becoming less and less able to find adequate treatment. This kind of bottleneck is dangerous in the healthcare industry because it could be the difference between life and death. I did not think about the length of time of an appointment being a solution to solving
this issue. Your insight and new assessment process enlightened me a great deal. When dealing with this at my hospital, I will consider assessments and length of time to complete documentation as potential bottlenecks that can be improved upon.
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