| Abstract | Global competit1on and improved processing technologies have resulted in shorter
product life cycles. The problems faced by the manufacturers of micro computer peripherals,
are similar to those faced by the entire consumer electronics industry. Changing consumer
preferences and increased competition, demand shorter delivery times. This situation has
serious implications for manufacturers (in terms of capacity planning, scheduling and inventory
management). It is for this reason that we need to design new forms of manufacturing systems
and find new ·ways of doing things. On a typical volume variety diagram, the short product
life (SPL) problem, appears to lie in the domain of both, a high volume, high variety and low
volume, high variety types. The frnmer type is of interest to us as it is more challenging than
the latter, which involves traditional job shop type approach. This humble piece of work aims
at solving the high volume, high variety problem and suggests a multi layered 'OTSP'
(Operational, Tactical, Strategic and Philosophic) model for formulating manufacturing
strategies in such an environment. The philosophic layer aims at providing guidance and
transparency to the underlying layers. A comprehensive literature review has identified a
complete lack of prescription for coping with the SPL problem, as one of the main
deficiencies. A theoretical framework based on literature pertaining to generic competitive
strategies, is first suggested and then followed up by a much more practical implementation
of the OTSP model. Value analysis approach at the operational layer, simulation modelling at
the tactical layer, Analytic Hierarchy Process, (AHP) at the strategic layer and any structured
natural language at the philosophic layer, have been suggested as the implementation tools.
At the tactical level, a group of simulation based modules, managed according to object
oriented concepts, called, 'Production Planner's Workbench' has been developed. An attempt
was also made to specify 'information system requirements' for the SPL case.
By prioritizing the appropriate variables at the various abstraction levels, a procedure
for developing concrete 'programs of action' has been frnmulated. An extension of the same,
at the 'philosophic' level, helps, to trace a path for 'low cost integration' - a possible
philosophy for the SPL environment. The ideas developed were tested by taking a real life
case company, assembling hard disc drives, as an illustration. An improvement in the quality
of bought out parts and in the manual soldering process were identified as being important
from the design/ process point of view. Similarly, 'Yield' related parameters were found to
be the most sensitive at the tactical level. It is observed that; quality related issues need the
most emphasis during the 'low cost thrust'; human resource development and quality related
issues during the 'high quality thrust', and; human resource development followed by design
(product) related ones, during the 'high throughput thrust'. In order to meet the diverse
requirements of these three stages, provisioning of empowered, cross functional management
teams seem to be a pre requisite. This measure will also assist in achieving or in attempting
to achieve the much needed 'low cost integration'.
Modern approaches like CIM and FMS are not considered in view of the cooperating
company's policy to employ low cost, manual labor available in the Asian countries. |