Question 1: Should it be easier to run KIT effectively on the 150 than on the 120? Explain. It would be easier to run KIT effectively on HP-150 referring to the information given in the beginning of the case. HP-150 needs less number of parts and in the end it will be need less inventory. There are 20000 active part numbers for HP-120 and its options vs. 450 part numbers for HP-1 50. HP-150 also needs less suppliers (200 ) in comparison to HP-120 (2000 suppliers and its option), it helps to lid and maintain efficiently a long term relationship.
HP-1 50 has less varieties, 17 kinds of Keyboards while the CPU stays the same. HP-120 on the other there were on average of 6 options per product. The endless varieties provides fewer inventories and higher flexibility to the process.
Question 2: How serious is the forecasting problem? In other words, does success with KIT depend on good forecast? A good forecast for Just in Time is very crucial, because KIT significantly reduces the number of raw materials, WIPE inventories and finished goods on hand.
It depends on accurate information id Est on the time deliver the right raw material in the right place where you want them to be and the right amount, in order that less forecast errors occur. It’s very important to select the right suppliers for your business and after time has passed by, the relationships’ between you and the company becomes closer and creates more flexibility and collaboration (less forecast errors)
Questions 3: What is a natural explanation for the plunge in sales in the third month?
I assume that it could be because of the high competition which took place n the 198(Vs. and the rapidly changing technologies during that time. The HP-1 50 was launched in 1983 , were many competitors were out there like MOM, Apple, Compact etc. , which were also launching new products most of the time. Nevertheless, HP-1 50 was one of the earliest commercialese touch screens computers out there , but due to the fact that the compatibility was restrained because most of the PC were IBM-PC’s (clones) (not IBM-PC compatible) it had to be replaced with IBM-PC compatible Vector Series in 1985 Short-life-cycle Product.
Question 4: What is another, probably more significant, reason for purchased stocks to stay high despite the KIT efforts? The possible reason might be the intentions of the POD to reduce costs, as larger stocks can reduce costs (economic of scales, discounts for large orders). An alternative reason can be forecast inaccuracy or intentions to hedge out-of-stock risks if something goes wrong. The inventory should also be piled up in order to prevent MUD.
Question 5: “Honoring commitments” sounds like buying materials that you don’t Just In Time Production At Wallpapered By Christofis-Kowtow deed or before you need them – which is contrary to the ideal of KIT receipt of materials. Is this a flaw in the POD approach? I believe that in this situation “honoring commitments” helps to to establish trustworthy relationships with core (main) suppliers. In this way the company demonstrates consistency in its actions and commitment to core suppliers. Especially in the long run the strategy will turn out well between the relationships of supplier-buyer.
Question 6: Does it make sense to inform everybody about down time at somebody else’s work station (a negative event)? I think it is of high importance to the upstream and downstream work stations which may be influenced by such down time, so that they could adjust their actions accordingly. It is also important for supervisors and managers to quickly identify the problem and come up with ideas in order to tackle/ solve that problem . Playing different music is here to differentiate the reason of the down time. Question 7: Why have the two units between the stations?
The 2 units serve as back up mechanisms, which helps to prevent line disruptions and slow downs . The number of units restricted to 2 pieces is a Pull-production Achaeans, which uses a demand as incentive for downstream worker, in case he/ she has slows down the assembling work. Number of units restricted to two helps to maintain a certain speed of assembling at the line.
Question 8: When do you need a card, and when do you not need one? The Kanata card will be needed to inform the downstream work station or person about the demand required on the upper stream. So that the former could adjust accordingly) It is of high value in particular when work stations are located far from each other.
Question 9: How much does the layout of the plant contribute to the KIT results? The Layout of the plant looks like a good match with the KIT results/goals because, assembling lines are arranged in a logical sequence and easy accessible way, Automated process, flexibility of the plants (e. G. Equipment) and burn in procedure contributes to high quality (time-consuming on the other hand) and because of the Kanata-system.
Question 10: What does “one work order per month” mean? Is this a natural way to schedule a KIT plant, or is it peculiar to the POD operation? The meaning of the “one- work-order-per-month” is that it lasts 1 month to execute 1 order. Maybe it results from the fact that KIT is a new system and the plant needs time to adapt to it.
Question 11: Is it overkill to count so often, or is there a good reason for it? Frequent inventory turn-over, less inventory on hand and WIPE helps to identify the hidden issues in the production process (rocks under the water).
Frequent inventory also contributes to be closer to the actual demand and helps to become more flexible.
Question 12: Flexibility is rather opposite to stability. Is the physical flexibility at POD a liability, “a nice-to-have” asset, or a big advantage? I believe that it is a huge advantage being flexible. The flexibility enables a company in general to react more flexible on fluctuation referring to the demand in comparison to all the other contenders.
Question 13: Is such intermingling a good idea in a KIT plant?
Such intermingled arrangement of office space and factory has following advantages. Firstly, it will ease the monitoring and controlling of the production process by the management. Secondly, managers can be easier approachable, which will contribute to more rapid and flexible problem solving process. It’s also a good way to increase workers participation in decision making.
Question 14: Would the comptroller have reason to be confident in the validity of the print-out? In the answering, think about the ways that KIT affect labor (capacity) planning.
KIT system significantly reduces the inventory and amount of labor. Moreover, it makes the production process more flexible to react on demand fluctuation and other factors on a daily basis. From this perspective, introduction of changes to the production process should not be a time-consuming work and should not require robust calculations. I believe controller can be confident in the printout provided.
Question 15: Adapt to what? Why should there be a difficulty? Launching a KIT-system always brings changes with itself.
Changes for instance concerning the production process, factory layout, sequence and speed of actions, production approach (from pushed to pulled), etc. Truthfully speaking it’s an ongoing process which takes time to adapt and requires the ability to learn from it. KIT puts number of requirements to workers’ and managers’ abilities. Continuous improvement principle and flexibility of KIT requires from employees curiosity, reiterative, attention, wider range of knowledge and skills, quick reaction and responsiveness.
Question 16: Having prepared for robots, why not to implement them?
Can you think of any advantage in designing for three-axis instead of six-axis robots? I assume that implementing robots has been postponed as the feasibility and efficient ways of robots usage is still being studied by engineering team. Three-axis robots are easier movable, easier to maintain , don’t requiring much space and are more efficient for intended tasks, therefore I guess it’s more suitable for KIT goals.
Question 17: In the fall of 1984, another division of H-P entered a Joint venture with a company in Taiwan.
The venture called for development most highly automated plant making PC boards. Should the POD be directing more effort into automation, more like the venture in Taiwan? KIT relies more on people than on automation, it helps to simplify the production process, but changing it is always bound with time and costs. On the other hand, Automation provides more efficiency and less error to the production process. The thing is to find the right mix of production systems.
Question 18: Product designers can make a contribution to KIT manufacturing by employing approaches like PAL.
How important is the designer’s role is KIT? They have an essential role when it comes to the KIT-goals. They help to reduce the number of parts needed and ease the product assembly, which will result in less inventories than before and increase flexibility and boost the production process. Question 19: What are your recommendations for getting people involved? In your answer, assess the present situation of POD. One of KIT principles are continuous improvement and innovation.
I would commend the following solutions to increase engagement and boost creativity and improvements; Enhancement of the decision-making process (involvement of employees in problem solving) , Production process (enhance communication and switching to U-shaped assembly lines might be a solution) , managers should also efficiently convey company strategy and goals to the workers, to create open, transparent and trustworthy atmosphere, and increase employees commitment and the overall communication (bottom-up communication channels like surveys, boxes for suggestion, etc. ) within the company.
