The Effect of Unforeseen Disruption on Different Types of Manufacturing Industry-Layout

Article Preview

Abstract:

Consistency and on timely delivery are among some of the factors that can keep a customer loyal and committed to a manufacturing industry. Almost all manufacturing facilities need to use production scheduling systems to increase productivity, reduce production costs and time. Most manufacturing industries invest huge amount of money to manufacture and supply products on time in order to meet customers demand and objectives but due to unforeseen disruptions, these objectives are difficult to achieve. In Real-life, production operations are subject to a large number of unexpected disruptions that may invalidate an original schedule. Being able to cope or react to these disruptions determines a company’s out-put and profitability. Productivity expression and simulation models are employed to assist in determining operational characteristics and also by comparing results from undisrupted system with that which is disrupted. These proposed models are tested on different tile manufacturing industry lay-outs in CMR and it is demonstrated that the leading source of disruption varies with different industry-layout and geographical regions. The study revealed that, the most common cause of disruption are power failure, machine breakdown, advert whether and employees absenteeism).This can be concluded from an industrial engineering point of view that, disruption during tile manufacturing is the main cause of low productivity or out-put in CMR tile manufacturing industries.

You might also be interested in these eBooks

Info:

Periodical:

Pages:

1287-1295

Citation:

Online since:

September 2015

Export:

Price:

Permissions CCC:

Permissions PLS:

Сopyright:

© 2015 Trans Tech Publications Ltd. All Rights Reserved

Share:

Citation:

* - Corresponding Author

[1] Vieira, G., Herrmann, J., and Lin, E. 2003. Rescheduling manufacturing system: A framework of strategies, policies and methods. Journal of Scheduling, 6(1): page39.

Google Scholar

[2] Li and Lerapetritou (2008).

Google Scholar

[3] Hendricks & Singhal, 2003; Kleindorfer & Saad, 2005; Wagner & Bode, 2006) Supply Chain disruptions and corporate performance.

Google Scholar

[4] Bosman, R. 2006. The New Supply Chain Challenge: Risk Management in a Global Economy. United Kingdom.

Google Scholar

[5] Hendricks & Singhal, 2003; Kleindorfer & Saad, 2005; Wagner & Bode, 2006) Supply Chain disruptions and corporate performance.

Google Scholar

[6] Kleindorfer, G. H and Saad. 2005. Managing disruption risk in supply chains.

Google Scholar

[7] Wildgoose, N. 2011. Avoiding the pitfalls of Supply Chain Disruptions. Zurich.

Google Scholar

[8] Craighead et al, 2007. The severity of supply chain disruptions: Design Characteristics and mitigation capabilities.

Google Scholar

[9] Hendricks, K., Singhal, V., Zhang, R. 2009. The effect of operational slack, diversification, and vertical relatedness on the stock market reaction to supply chain disruptions. Journal of Operations Managerment, 27: 233-246.

DOI: 10.1016/j.jom.2008.09.001

Google Scholar

[10] Annual Financial Statistic report NO. 11/266, Statistical Release Republic of Cameroon (www. imf. org/external/country/cmr/index)duling.

Google Scholar

[11] Ruhul A. and Sarker Daryl Essam., (2014), Process scheduling under different types of disruptions.

Google Scholar

[12] Groover, M, P. 2008. Automation, Production Systems, and Computer- Integrated Manufacturing. Upper Saddle River, NJ: Prentice Hall, 3rded: page 337.

Google Scholar

[13] Annual Financial Statistic report NO. 11/266, Statistical Release Republic of Cameroon (www. imf. org/external/country/cmr/index).

Google Scholar

[14] Annual Financial Statistic report NO. 16-11/122, Statistical Release Republic of Cameroon (www. imf. org/external/country/cmr/index).

Google Scholar