Case study on Makwana Auto Works

Group 7 Vaibhav Pradeep Protyush Utsav Kartik Jobin Divanshu Purushottam Dheeraj

Case Summary
Delayed delivery of lockpins As a result orders gets cancelled. Lack of co-ordination among various departments. Blame-Game Financial constraints preventing OT production. Dey offering suggestion only when asked for.

Situation analysis
The issue of delay in production taken up only when the delivery date is approaching. No pre-emptive efforts Delay in specifying raw material requirements on part of PPC Manager. Reluctance to allocate OT production efforts on part of Finance. Concerned managers need to sit together to discuss suggestions

Problem Statement
Inability of the organization to meet its production and delivery deadline, on account of a laid back approach and a lack of co-ordination among departments.

Question 1 Suggest changes in the existing system of recording progress

Current System : Dont come to know of the expected failures in the delivery commitment in advance.

And when they realize, they try to speed up the job for remaining operations.

Since not much time is left, the only course of action for them is request production to work overtime.

We have to make some changes in the process and thereby identify items well in advance whose progress is not in line with plan. For this we can implement some changes in Followup system on the shop floor.

Proposed Production Planning & Control System

Question 2 list down possible courses of action to expedite a delayed job.

Try to determine the cause of delay. Make corrections that will get the project back on track. Work overtime. Exclusive allocation of resources to the job. Reallocate/swap/prioritise resources. Outsource the possible part of job if needed. Do things in parallel. Incentives can be offered for achieving milestones in time.

 Close monitoring & controlling of the job, the data and information updates to the team to prevent delay. Double-check all dependencies: activities that must be completed in a certain order. Check time-constrained activities. Appointing a production, planning and expedition executive. Change the responsibilities of key people or remove them entirely.

Question 3 For company which produces a large number of

items to customers specifications.

PPC should assign one individual per customer to do continuous follow up and exact requirement analysis till final delivery to the sales team is done. Status of the jobs must be known. an ERP system can be implemented to bring transparency and efficiency. The PPC department needs to be in touch with the customers about the individual specifications.

 Expected failure in delivery commitment (due to m/c failure, strike, etc.)must be known in advance. identify items well in advance whose progress is not in line with plan Dispatch schedules and status must be shared with sales manager along with production manager.(for transparency)

For company which produces a large number of items in batch production to its own design. Correct production requirements must be known. (again PPC should be in touch with customers for proper requirement gathering) Since design is already known and finalized, product can be inventoried and delivered accordingly. IT system deployment should be done

THANK YOU