Katz Carpeting

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Katz Carpeting

4/1/2014 Jing Meng Operation Management
Case Questions
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Question 1

Answer:
1. The specials and the standards need to separate for the following reasons:
a. They are not the exactly same process. The process for special carpets adds more steps than the standards carpets. So it is not convenient to use the same line.
b. The setup time is too long. It costs as much as hours to changeover from the standard products to the special products. It costs money and requires storage space, and some of it will probably go to waste.
c. The hurry order. There is third order called hurry order. When it happens, the process need to stop for rush special due, and the standard and special products will be delay to get to customers. If there are two lines, the special order’s influence will be down. The standard products and the special products can run in one line.
2. The JIT philosophy is that getting the right quantity of goods at the right place at the right time. It’s based on the simplicity and emphasis on quality. But in the Katz Carpeting company, the inventories of the carpets were high. They produced a lot what they already had , yet not enough of what was needed. They can’t get the right quantity of goods.
3. The following is the steps to implement the JIT system.
First, they should make quality improvements. Their quality was becoming a problem, with customers frequently returning carpets for rips or incorrect dyed colors. They need to solve these problems, because the quality is pervasive and all the JIT objectives are dependent on quality improvement.
Recognizing the workplace is the next step. This means proper facility layout, cleaning and organizing the work environment, designating storage spaces for…...

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