REPORT ON JOE'S GARAGE

Report on Joe's Garage



Report on Joe's Garage

Question # 1

We all know that concurrent engineering is supposed to bring design engineers closer to the manufacturing process than they have ever been before. In fact, "design for manufacture" and "design for assembly" have become priorities for more and more product development teams. Even so, unless they work for small companies and have actual manufacturing duties, many design engineers are still "going to school" when it comes to appreciating the latest thinking on production. If you're in that category, I'd like to recommend a little book that will give you a quick education, All I Need to Know about Manufacturing I learned in Joes Garage.

It's also the simplest explanation of what it takes to achieve manufacturing excellence that this reviewer has read and understood (Maloney, 1995).

Especially if the work led by Joe, vice president of a large manufacturing company is analyzed. It would seem that complicated to build shelves in the garage? Step by step, he commented on their reasons, opposing what they see such practices of lean manufacturing, kaizen as, TQM, JIT, long-eke, and others. However, one of the participants in the process - the employee, Ralph Morita of Japan, said that the production process is organized completely wrong, and this is confirmed by failures and mistakes. This book is recommended to anyone interested in the organization of production and lean production (Miller & Schenk, 1993).

Operations management is a well-known process worked, managed on the basis of old knowledge. Operations create value today, while innovation creates future opportunities. The main difference between operations and innovation is uncertain. If the value of innovation planning, forecasting and limitations in scope of work is greatly reduced.

Operations management discusses the concept that Before the manager of the production sector faces several challenges, which usually fall into one of the five components of the so-called concept of 5p (the first letters of English words), namely the product (product), plant (plant), processes (process), programs (programs) and people (people). Tools to solve problems and challenges which offer this concept can also be used to solve similar problems in the hospitality industry. For example, to minimize the costs of maintaining staff in hotels and restaurants in the seasonal fluctuations of demand applies dynamic programming. Actively also apply techniques such as linear programming, transportation models, queuing theory, etc (Miller & Schenk, 1993).

Before examining the tools used for solving various problems, it is important to characterize the concept of "product" in the hospitality industry. Take, for example, a visit to the restaurant. There is often a product is considered only the menu offered to visitors, or music in the restaurant. But the picture of the product would be incomplete if it does not take into account other components of a pleasant evening, and it is comfort in the room, the view from the windows, visibility of the scene, attentive and caring staff, cleanliness of public places; reservation system tables, etc. As can be seen holding a pleasant evening in the restaurant - it's more than a sentence or ...