SUPPLY CHAIN

Supply Chain Of Smart Car

Supply Chain Of Smart Car

Introduction

The Smart Car or Smart For two known until 2004 as the smart City-Coupé is a small city car. It is the first model of smart car. The development originally began as a Swatch car of Nicolas Hayek, in cooperation with Volkswagen. Volkswagen, however, could not decide on production, and there were disputes with Hayek. In 1995, the first design studies of the smart for two were presented at the IAA (Abuelsamid, Sam, 2008). The car was in October 1998 in Europe, introduced in three trim levels (pure, pulse and passion), in the market. The smart for two was the diesel version with 88 grams of CO 2 emissions per kilometer, the vehicle with the lowest CO 2 emissions in the European driving cycle, followed by Toyota Prius III basic model with 89 grams a new record reached the VW Polo V 1.2 TDI "Blue Motion" with 87 grams of CO2 per kilometer in December 2009. With the introduction of the revised model of the second generation of the smart car in the fall of 2010, it turned into a new best prepared of 86 grams. In April 2011, the smart cars were shipped worldwide in a quantity totaling more than 1.2 million smart cars (Abuelsamid, Sam, 2008).

Discussion

Critically assess the use of lean versus agile operations in the context of MCC (SMART).

Lean Operation

Lean Manufacturing is a management philosophy aimed at reducing the seven types of "waste" (overproduction, waiting time, transportation, over processing, inventory, motion and defects) in manufactured products (Abuelsamid, Sam, 2008). Eliminating waste, improving quality and production time and cost are reduced. The tools to "read" include continuous process analysis (kaizen), production "pull", and elements and processes "Safe" (Abuelsamid, Sam, 2008). A crucial issue is that most costs are estimated at the design stage of production at the production department of MCC Smart. Often an engineer will specify materials and processes known and safe at the expense of cheap and efficient. This reduces project risks, or what is the same, the cost according to the engineer, but on the basis of increasing financial risks and lower benefits (Abuelsamid, Sam, 2008). The organization develops and reviews the checklists to validate the product design. The leading principles of lean manufacturing are:

Perfect quality to the first: search for zero defects, detection and resolution of problems at their source.

Minimizing waste, eliminating all activities that are of value added and safety nets, optimal use of scarce resources (capital, people and space).

Continuous improvement: reducing costs, improving quality, increasing productivity and information sharing.

Processes "pull" products are pulled (in the sense requested) by the end customer, not pushed by the end of production.

Flexibility to quickly produce different mixtures of a variety of products, without sacrificing efficiency due to lower production volumes.

Construction and maintenance of a long term relationship with suppliers taking risk-sharing agreements, costs and information (Gokhan, Mehmet, Needy, Norman, 2010, pp. 20-22).

Lean is everything about getting the right things at the right place at the right time, in ...