How are the operational consequences of rework similar to those of scrap? How are they different?

Short Answer

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Answer: Rework and scrap share some similar operational consequences, such as increased costs, lower productivity, and a negative impact on lead time. However, they have some key differences in terms of recovery potential, environmental impact, and internal vs. external influence on the production process. Rework allows for product recovery, has a lower environmental impact, and is generally an internal process, while scrap typically involves waste disposal, has a higher environmental impact, and can have both internal and external consequences.

Step by step solution

01

Define Rework and Scrap

Rework refers to the process of fixing or correcting defects in a product or component during the production process. This means that a product that did not initially meet quality standards is repaired or modified to meet those standards. On the other hand, scrap refers to the waste materials resulting from the production process or products that are deemed unusable due to defects and must be discarded.
02

Discuss the Similarities in Operational Consequences of Rework and Scrap

Both rework and scrap have negative consequences on a production process, which include: 1. Increased costs: Both rework and scrap lead to additional costs for the company. In the case of rework, the company has to spend additional resources (labor, materials, energy) to correct the defects and bring the product up to the quality standards. Scrap, on the other hand, results in wasted materials, and the company may have to purchase replacements to meet the production targets. 2. Lower productivity: Rework and scrap can lower the productivity of the production process, as they both consume time and resources that could have been spent on producing more units or working on other tasks. 3. Negative impact on lead time: Both rework and scrap can lead to delays in the production process. Rework requires additional time to fix the defects, whereas scrap might require time to get new materials and start the production process again.
03

Discuss the Differences in Operational Consequences of Rework and Scrap

Despite the similarities, there are also some key differences between the operational consequences of rework and scrap: 1. Recovery potential: One of the main differences between rework and scrap is the potential for recovery. In the case of rework, the product or component can still be salvaged and used, whereas scrap is considered waste and typically cannot be used in the production process again. 2. Environmental impact: Scrap usually has a higher environmental impact than rework. Discarded materials may end up in landfill sites, contributing to pollution and waste disposal issues. On the other hand, reworked products or components, while requiring additional resources, generally have a less harmful impact on the environment. 3. Internal vs. external: Rework is generally an internal process, meaning that it takes place within the company's production process. Scrap, however, can be considered both an internal and external consequence, as it not only affects the company's production process but may also involve returning unusable materials to suppliers or handling waste disposal. In conclusion, rework and scrap share some similarities in their operational consequences, such as increased costs, lower productivity, and negative impact on lead time. However, they also have some key differences, including recovery potential, environmental impact, and the internal vs. external nature of their effects on a company's production process.

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Most popular questions from this chapter

The defect rate in Six Sigma is defined as the number of defects divided by the number of opportunities to create defects. (a) Some practitioners define the number of opportunities as the number of inspections and/or tests. Why is this not a valid way to determine defect rate? (Hint: the best manufacturers tend to do very little test and inspection.) (b) Another school of quality thought defines opportunities as value-added transformations. That is, a product or service is changed by the process, the change matters to the customer (i.e., if a step removes scratches from a previous step, it doesn't count), and only first-time operations count (i.e., rework steps are not opportunities). Will this lead to a more reliable measure of defect rate than the previous definition? How might an unscrupulous practitioner manipulate the calculation of opportunities to make the defect rate look better than it actually is?

Why do the operational consequences of rework become more severe as the length of the rework loop increases?

How might improved internal quality make scheduling a production system easier?

Why is quality so difficult to define? Provide your own definition for a specific operation of your choosing.

Using the following definition of the cost of quality: Quality costs are defined as any expenditures on manufacturing or service in excess of those that would have been incurred if the product had been built or the service had been performed exactly right the first time. \([\) Garvin (1988,78)\(]\) identify the costs associated with each of the following types of quality problems: (a) A flow line with a single-product family where defects detected at any station are scrapped. (b) A flow line with a single-product family where defects detected at any station are reworked through a portion of the line. (c) A cutting machine where bit breakage destroys the part in production and brings the machine down for repair. (d) Steel burners for a kitchen range that are coated with a porcelain that cracks off after a small amount of use in the field. (e) A minivan whose springs for holding open the hatchback are prone to failure. (f) A cheap battery in new cars and light trucks that fails after about 18 months when the warranty period is 12 months.

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