Bangladesh Textile Industry Challenges & Way fowr by Ei7wPM6x

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									    Machine Technology &
Maintenance of Textile Machinery



       Lecture.4:

                           MTM by Dr. Siddique-1
            Supply chain
1)   Work orders
2)   Supply chain modeling
3)   Supply chain management
4)   Logistics
5)   Safety stock
6)   Supply of machine, spare-parts &
     accessories (see practical part of this book)


                                       MTM by Dr. Siddique-2
1) Work orders
Work orders provide information on what,
where, when, how long and by whom
maintenance is to be carried out. Work orders
are prepared from inventory data (physical
features) and task statements. Each work order
lists tasks for the same frequency of work and
for the same asset. For example, one work order
could contain tasks for weekly boiler
maintenance. Another work order could contain
different tasks for monthly maintenance of the
same asset.                          MTM by Dr. Siddique-3
The general guidelines for preparing a work
order are as follows:
1. Starting with any asset on reserve,
2. List the asset name, maintenance activity
   number and work order number, etc.
3. Calculate or estimate the time needed to
   complete the individual tasks.




                                   MTM by Dr. Siddique-4
Work orders are required because of
the following reasons:
They are absolutely necessary to control the
execution of the plan and for later evaluation.
Work order contains a number which assets in
identifying the job on schedule basis as for
future references. It also indicates the cost center
where the work is carried out.



                                         MTM by Dr. Siddique-5
 Work orders are required (Contd.)
Contains information that is necessary for
correct allocation of maintenance costs.
It provides information about scheduling time
(with labor costs) and materials as well as actual
time taken and material actually consumed as a
necessary means of assessing performance.



                                        MTM by Dr. Siddique-6
2) Supply chain
A supply chain is a system of organizations,
people, technology, activities, information and
resources involved in moving a product or
service from supplier to customer.
Supply chain activities transform natural
resources, raw materials and components into a
finished product that is delivered to the end
customer.
Products may re-enter into the supply chain at
any point where residual value is recyclable.
                                       MTM by Dr. Siddique-7
Supply chain(Contd.)
Supply chain management is the systematic,
strategic coordination of the traditional
business functions and the tactics across these
business functions within a particular
company and across businesses within the
supply chain, for the purposes of improving
the long-term performance of the individual
companies. It increases global networking to
compete in the global market and networked
economy
                                      MTM by Dr. Siddique-8
The key supply chain processes:
Customer relationship/service management
Demand/Supplier relationship management
Order fulfillment in JIT
Manufacturing flow management
Product development and commercialization
Investment/Returns management
Procurement
Physical distribution
Outsourcing/partnerships
Warehousing management            MTM by Dr. Siddique-9
3) Supply chain modeling
a) Supply-Chain Operations Reference
    (SCOR) model:
It is developed by the Supply Chain Council,
measures total supply chain performance. It is a
process reference model for supply-chain manage
ment, spanning from the supplier's, supplier to the
customer's customer. It includes delivery and order
fulfillment performance, production flexibility,
warranty and returns processing costs, inventory
and asset turns, and other factors in evaluating the
 overall effective performance of a supply chain.
                                        MTM by Dr. Siddique-10
3) Supply chain modeling (Contd.)
b) Global Supply Chain Forum (GSCF)
Supply Chain Model:
This framework is built on eight key business
processes that are both cross-functional and cross-firm
in nature. Each process is managed by a cross-
functional team, including representatives from
logistics, production, purchasing, finance, marketing
and research and development. While each process
will interface with key customers and suppliers, the
customer relationship management and supplier
relationship management processes form the critical
linkages in the supply chain.                MTM by Dr. Siddique-11
3) Supply chain modeling (Contd.)
c) Process Classification Framework (PCF)
Supply Chain Model:
It is a high-level, industry-neutral enterprise
process model that allows organizations to see their
business processes from a cross-industry viewpoint.
The PCF was developed by APQC (American
Productivity & Quality Center) and its member
companies as an open standard to facilitate
improvement through process management and
benchmarking, regardless of industry, size, or
geography.
                                         MTM by Dr. Siddique-12
4) Supply chain management
Supply Chain Management (SCM) was
developed to express the need to integrate the
key business processes, from end user through
original suppliers. Original suppliers being those
that provide products, services and information
that add value for customers and other
stakeholders. The basic idea behind the SCM is
that companies and corporations involve
themselves in a supply chain by exchanging
information regarding market fluctuations and
production capabilities.               MTM by Dr. Siddique-13
Supply chain




               MTM by Dr. Siddique-14
Objectives of Supply chain management

The primary objective of supply chain management is
to fulfill customer demands through the most efficient
use of resources, including distribution capacity,
inventory and labor. Supply chain seeks to match
demand with supply and do so with the minimal
inventory. It makes lowest material cost and
transportation, implementing JIT (Just In Time)
techniques to optimize manufacturing flow.


                                          MTM by Dr. Siddique-15
5) Logistics
'Logistics' is the management of the flow of
resources, not only goods, between the point of
origin and the point of destination in order to
meet the requirements of customers or
corporations. Logistics involves the integration
of information, transportation, inventory,
warehousing, material handling, and packaging,
and often security. Today logistics can be
modeled, analyzed, visualized and optimized by
plant simulation software.
                                      MTM by Dr. Siddique-16
6) Safety stock
Safety stock is called buffer stock to maintaining
a level of extra stock that is to minimize risk of
shortfall in raw material or packaging due to
uncertainties in supply and demand. Adequate
safety stock levels permit business operations to
proceed according to their plans. The main goal
of safety stocks is to absorb the variability of the
customer demand. By creating a safety stock,
you will also prevent problem in the incoming
product flow (machinery breakdown, supplies
delayed, strike etc.)                    MTM by Dr. Siddique-17
7) Maintenance tasks
Lubrication/ servicing (all categories) –
 this involve any act of lubricating or servicing for
maintaining inherent design capabilities.
Operational/visual check- it is a task to determine
that an item is fulfilling its intended purpose.
Inspection/condition monitoring- regular
examination of an item against a specific standard.
Restoration (all categories) – restoration is the
work necessary to return the item to a specific
previous standard.
                                          MTM by Dr. Siddique-18
Maintenance tasks (Contd.)
Discard (all categories) – discard is the removal
from service of an item at a specified life limit.
Combination (safety categories) – since this is a
safety category question and a task is required, all
possible areas should be analyzed.
No task – (all categories) – No task is required in
some situations, depending on the effect.



                                          MTM by Dr. Siddique-19
8) Maintenance Budget
A maintenance budget is a cost projection based
on the costs of labor, equipment, material and
other items required to do all work identified in
the work schedule. After the costs are calculated
for one work order, the process is repeated for
the remaining work orders to get the total cost
required to maintain the asset.


                                       MTM by Dr. Siddique-20
     Maintenance Budget(Contd.)

The maintenance supervisor is responsible for
monitoring the actual expenditures against the
budget for the year. He or she is also responsible
for its yearly update using forecast labor rates,
and material and service contract costs. The
updated budget would be used for determining
the operation and maintenance costs of the
physical assets.
                                        MTM by Dr. Siddique-21
Thank You


            MTM by Dr. Siddique-22

								
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