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Chapter 5

Chapter 5. Search for Solutions. Unstructured search Systematic structured search Structured search using the acronym SEARCH. Types of Searches. Encourage ideas, discourage criticism. Avoid “groupthink.” Use group techniques: Brainstorming Nominal group technique Groupware.

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Chapter 5

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  1. Chapter 5 Search for Solutions

  2. Unstructured search Systematic structured search Structured search using the acronym SEARCH Types of Searches

  3. Encourage ideas, discourage criticism. Avoid “groupthink.” Use group techniques: Brainstorming Nominal group technique Groupware Unstructured Search

  4. Leader: State problem clearly. Group: Make suggestions orally. Leader: Reword and write down ideas. Leader: Encourage participation. Group: Evaluate/rank ideas. Brainstorming

  5. Leader: State problem. Individuals: Make suggestions in turn. Leader: Display ideas. Group: Vote for best ideas. Leader: Tally votes. Group: Discuss top ideas further. Nominal Group Technique

  6. Allows multiple computers to communicate simultaneously. Permits nominal groups to be at different locations. Makes information widely available. May cause information overload. Groupware

  7. Operations are recorded so they can be viewed later. Multiple people can interact during viewing. Operator can explain video to team (autoconfrontation). Results of meetings may be potential solutions or indications for further analysis. Videotape Analysis

  8. Identify management’s perception of the problem See for yourself Obtain information from the operator Get information from the supervisor Measure light, noise, dimension, etc. Systematic Structured Search

  9. S Simplify operations E Eliminate unnecessary work and material A Alter sequence (change) R Requirements C Combine operations H How often Structured Search: SEARCH

  10. Eliminate unneeded work Eliminate unneeded work Use the exception principle Use self-service Eliminate Unnecessary Work and Material

  11. Provide prepared, written information. Use jig and fixture designs to simplify machining. Shift from counting to sampling. Use forms, email, phone calls. Generate less waste. Automate part of a process (e.g. cleaning). Simplify Operations

  12. Simplify (or eliminate) other operations Reduce idle/delay time Do it now vs. do it later “Inside machine time” Simultaneous vs. sequential tasks Central vs. local storage Reduce material handling costs Group technology “Bus” vs. “taxi” transportation Alter Sequence

  13. Quality (capability) costs Initial vs. continuing costs Requirements

  14. Determine if the level of quality is appropriate and worth the cost. Review design tolerances before release to production. Allow for concealed costs (unreported rework causes “eddies in the river”). Pay attention to indirect materials, supplies, and utility costs. Consider selective assembly. Quality (Capability) Costs

  15. Minimize life-cycle costs, not just initial purchase cost. Identify maintenance, operating, and utility costs. Expect noneconomic behavior when cost is ignored. Initial vs. Continuing Costs

  16. Cost vs. Quality Curve

  17. Both general purpose and special purpose materials should be considered. Specialist job descriptions may be inefficient. Central departments allow economies of scale. Advances in communications can be used to centralize. Supervisors may resist consolidation. CombineOperations

  18. Use economic lot size calculations. Trade off setup costs vs. inventory for “make” items Trade off purchasing cost vs. inventory for “buy” items Analyze maintenance, service, and inspection activities. Use red/yellow/green labels to concentrate resources where needed. How Often?

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