TXMI 4250 Quiz: 4250 FINAL QUIZ

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Textiles, Merchandising and Interiors
TXMI 4250

Why standard costs? • Costs allow us to determine how much we can invest in processes and still make a profit o Textiles are capital intensive o Apparel is labor intensive. • Good idea of what it will cost to make • Can look back at what you paid and where you had variences and where the problems were o Able to focus management effort on these problems Industrial engineer: • Better engineered methods yield better productivity and quality while reducing health and safety issues • Review the method and set the rate • Set the rate and improve the method • 3% improvement in productivity every ear o methods and operations o looking at lowering costs somehow machinery and engineered methods: • time costs and quality • three steps to method o try to eliminate the operation or step o try to combine with another job o try to improve entire process • good practices regarding motion o symmetrical o rhythmical o simultaneous o habitual standard costs are the measure of what a product should cost as compared to the actual reported cost. • Based on engineered times or standard allowed minutes -SAMS GSD-general sewing data-the “bible” of industrial engineering • subscription service • every motion that is in a sewing operation is cataloged with a time value associated with it. Machine time-how long it takes a machine to do the operation SAMS-Need to know how much the garment will cost to make • standard allowed minute • one revolution completes one stitch-RPM o how many RPM = how many stitches you have • sum of three parameters: o machine time o material handling + personal allowances o bundle time quality “experience is the hardest kind of teacher. It gives you the test first and the lesson afterward” guru’s for quality: 1. Deming-SPC 2. Juran-80/20 3. Crosby-“quality is free” “you cannot inspect quality into a product” • Top down management philosophy • Starts at a management level • Begins and ends with quality • Every step along the way is driven by quality Quality = price + value -never promise something you can’t deliver -deliver more than you promise quality of product quality of process quality pf service quality of life process • If it doesn’t start right, it is extremely difficult to finish right • Phases: o Quality touches every phase of your business o You have external customers that must be satisfied for business to survive o You have to have internal customers that must be satisfied for business to thrive ▪ Every functional area has at least one product that it delivers internally to another department ▪ Production, customer service, control/accounting, systems Six Sigma-Bill Smith 1985, engineer for Motorola-improved quality processes • Most used quality process in the world • Everything done in quality today comes from this • 1 in which 99.99% of all opportunities to produce some feature of a part are statistically expected to be free from defect o 3.4 defective features per million opportunities ▪ internal customer not passing off their role correctly • variation from the norm o sources of variation should be: ▪ identified ▪ quantified ▪ eliminated or controlled • MAIC o Measure-where am I now? o Analyze-what can I do to get better? o Improve o Control-how can we continue to improve? VOC-Voice of Customer • Understanding your customer • Find all of the necessary information that is relevant between your product/processes and the customer, better known as CTQ’s-Critical to Quality • CTQ’s are the customer requirements for satisfaction with your product or service • Listen to the customer-what do they want? What do they consider quality requirements? • Hawthorne effect-if you actually ask customers about the product, they immediately appreciate your product more because you asked for their feedback • Enables you to translate VOCCTQ 1. Identify customers and stake holders and prioritize them 2. Collect their qualitative VOC needs in their language, not assuming gyou already know it 3. Analyze data and blend it to generate VOC lists, prioritized by segment 4. Ask customers to translate their customer language into measureable CTQ’s 5. Set your specifications for CTQ’s that match customer specific needs P remise of six sigma: • Focus on strategic or core processes • Data driven • Measurements focused on right things • Variation is the enemy Milliken performance System-built on a foundation of safety and strategic clarity-to engage all associates in the uncompromising pursuit of zero incidents and create alignment beterrn operations and the businesses Nine pillars of the MPS: 1. Daily team maintenance-provides operators with training required to proactively prevent vreakdowns and off quality accelerated equipment deterioration and abnormalities a. Results in improved reliability and stability and change over time 2. 5S Methodology-organizes the environment to improve efficiency and safety. Reduce waste, and eliminate non-value-added activites for all associates a. seiri-sort b. seiton-streamline c. seiso-shine d. seiketsu-standardize e. shitsuke-sustain 3. continuous skills development-standardized training process ensures all associates are doing the right things, the right ways, every time. a. Decreased process variation, turnover, and overall training spend 4. Focused improvement DMAIC-provides a logical thinking process that identifies root causes of opportunities in order to reduce or eli
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