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QUESTION 1:

Explain the Shop Floor Control concept in a cement manufacturing industry?

ANSWER:

Shop floor control deals with managing the work-in-process. This consists of the release of production orders to the factory controlling the progress of the orders through the various work stations, and getting the current information of the status of the orders. This can be shown in the form of a factory information system (Figure). The input to the shop floor control system is the collection of production plans. These can be in the form of master schedule, manufacturing capacity planning, and MRP data.

The factory production operations are the processes to be controlled. A typical shop floor control system consists of three phases. In a computer integrated manufacturing system, these phases are managed by computer software. These three phases connected with the production management are shown in Figure 42. In today’s implementation of shop floor control, these are executed by a combination of computers and human resources. The following sections describe the important activities connected with this task.

BENEFITS

The Shop Floor Control module provides the tracking mechanism that allows reporting of actual events from the production environment. By comparing planned (standard) events to actual events, variances can be identified. This variance reporting delineates inefficiencies and cost overruns in a timely manner, which allows corrective action to be taken immediately. The system provides management control over the material, capacity, costs, and productivity functions which are critical to any manufacturing operation.

SHOP FLOOR CONTROL FEATURES

The Shop Floor Control module features comprehensive production management information on line. The information includes:

Current status. Material cost details. Labour cost/time details. Work centre cost, time and step details. Miscellaneous cost details.

The system maintains the materials ledger by lot (if desired) and provides for the reporting of partial or full completion of production, the reporting of work Centre movement, the capture of work centre costs, the transfer of costs, the transfer of parts job-to-

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job, optional killing of material to jobs or automated back flushing, the creation of pick lists, and the direct management of value-added costs.

The Shop Floor Control module is fully integrated with the General Ledger, Production Planning, Work Centers, Routings, Inventory Management, Purchasing, Payroll and the Bill of Materials modules.

An effectively managed Shop Floor Control system serves as a mediator between production control and the shop floor. It utilizes data from the shop floor to maintain and communicate status information regarding materials, work centers, routings, and end operations required to complete the production requests.

System Integration. Features. Process Flow. Tables for Shop Floor Control. Types of Manufacturing. Enterprise Requirements Planning and Execution System. Sales Order Management System. Procurement System. Menu Overview.

SHOP FLOOR CONTROL IN CEMENT MANUFACTURING INDUSTRY:

Proportion of each raw material depends on the quality of raw material as well as the required specification of the product to be produced. For example, a typical proportion of raw materials to produce the clinker for Ordinary Portland Cement (OPC) is as under:

Approximately 95% of clinker and 5% of gypsurn by weight is required to produce cement About 16 tons of raw material is required to produce one ton of cement Ordinary Portland Cement (OPC) being the finished product is the zero level material. Clinker and gypsum required to make the OPC are level one material. Further, raw materials like limestone, bauxite, iron ore, clay and sand are level two materials. Material required for making OPC include the quantity of materials required at each of these levels (Fig. 19.2). Similar to OPC, other products like steel, refractory glass require raw materials in a given proportion based on quality of raw materials and the required quality of the final product.

Cement is produced using 95% of clinker and 5% of gypsum by weight. The proportion of different raw materials in clinker is as follows:

Limestone - 78.41% Clay - 18.33% Bauxite - 1.79% Iron ore - 1.00% Sand - 0.47%

Quantity of raw materials to produce 1 tone of clinker is approximately 1.6 times the quantity of cement produced.

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Safety stock equivalent to 2 months production requirements is to be maintained.

QUESTION 2:

Prepare a Master Production Schedule to manufacture bearings of large size (500)

ANSWER:

The master production scheduling process translates a business plan into a dynamic and comprehensive product manufacturing schedule. Master Production Scheduling (MPS) helps your management team balance and integrate the needs of marketing, manufacturing, finance and most importantly your customers.

Powerful Scheduling Tools:

Master scheduling requires ongoing analysis, measurement and adjustment to achieve revenue goals and ensure profitability through the careful allocation of materials and resources. MPS gives you a set of powerful tools for resource planning and scheduling, analysis, and performance measurement.

Master Scheduling:

Planning workbench. Multiple scheduling cycles. Concurrent MPS planning views. Cycle options and policies consistent with MRP controls. Choice of current or simulated data for what-if analysis. Multi-level pegging. Master schedule items at multiple levels. Independent and dependent demand items. Spares item scheduling. Time fence control at item level. Computer planned orders. Selectable CPO conversions. Generation of purchase requisitions and contract releases. Creation of manufacturing orders.

Planning Bill of Materials

Parent item may be a model, product or family group. Support of revision control. Current or simulated versions. Component mix percentage.

Forecast Demand

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Automatic generation of repeating forecast based on quantities, intervals and dates. By location within operating unit. Item forecasts generated from planning bills. Pegging to demand source. Forecasts optionally consumed by bookings. Demand stream references. Forecast maintenance.

Firm Planned Orders

By location within operating unit For multiple products with scheduled deliveries Option to convert to manufacturing orders Support for full attributes of manufacturing work orders

Rough-Cut Capacity Planning

Current or simulated analysis of critical resources and capacities Based on representative routings

Sample Inquiries and Reports

MPS Planning by Item. MPS Exceptions by Item. Available-To-Promise. Critical Path Lead Time. MPS Detail. MPS Summary. MPS Exceptions.

Sales and Operations Planning.

Master Planning Schedule for Ball Bearings:

Let us consider four customer orders arrived in the following sequence:

ORDER Quantity Week Desired1 500 42 400 53 300 14 300 7

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QUESTION 3:

Explain the concept of Just in Time by taking any example?

ANSWER:

JUST-IN-TIME (JIT):

JIT is one of the examples of early-landed future manufacturing idealism requires continuous collaborated refinements throughout its supply chain elements. Researchers tried really hard to explain JIT concept in a short descriptive sentence and none of them were able to come up with a single answer that represents everyone’s definitions. Those who were trying to bring them together were ended up with another new more complex definition. JIT goes beyond ordinary management theory or a company’s manufacturing procedures; it comprises production planning, HRM, material management, distribution, customer services not only involving individual organization furthermore requires collaborated cross-companies dedication to continuously refine the business process of one and another.

Svensson (2001) in his journal argued that the basic of JIT is “no non-essential activity should be committed prior, during and after any production phases and wherever beneficial outsourcing is regarded as good as in-house production”. JIT is understood as event driven production concept which has been carefully planned and structured to ensure all its components ready whenever needed. It is also known as inventory-less production method which allows minimum stock level only needed for the current manufacturing phase.

Automotive manufacturing industry has become an ideal example on how JIT methodology may improve the efficiency of the whole production processes (Karlsson, 1994). By involving thousands manufacturing steps, there are always chances for refinement. This is to minimize lead times which in turn will boost the production capacity of the industry as well as its flexibility to response to the market needs. Since this industry requires large stock to meet the production needs, a better inventory management system such as JIT will be helpful in reducing costs (Clay comb, 1999).

Most authors agreed that successful JIT implementation requires five key elements to be considered (Ramarapu, 1995).

WASTE REDUCTION: This element is aimed to eliminate all non-value-added tasks (Bowen, 1998). The main problem with traditional production method is due to the focus on producing large number of items. With level of competitiveness and flexibility requirements, this is no longer an appropriate method to be performed.

VALUE-ADDING PRODUCTION ORIENTED: This element brings the terminology of “pull-system” which allows customer order to trigger the production process. Pull system requires immediate respond in order to satisfy customer requirement therefore avoiding “the goal of producing large batches” (Bowen, 1998). By grouping products based on their production process similarity, manufacturer may also add-value to the products by lessening production complexity, shortening travel and idle time.

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CUSTOMER PARTICIPATION IN QUALITY IMPROVEMENT: In every business, customer will have the final say therefore the success of the business can be determined based on customer satisfaction. This element heavily emphasis the needs of customer involvement in product development and delivery (Bowen, 1998). Customer may also be included in development team to direct them to the right manufacturing plan.

EMPLOYEE EMPOWERMENT: Empowering employees mean dividing problem solving and decision making responsibilities from management level to its individual team directly related with the task. With careful planning and adequate team work, this element will increase quality, productivity and flexibility of the manufacturing process (Bowen, 1998).

VENDOR/SUPPLIER INTEGRATION: Undoubtedly, specialized suppliers will normally produce a better product since they can concentrate in a particular thing. By outsourcing to those suppliers, a company will be able to put all its time and resources in its core function which in turn will improve the quality of the final products (Ramarapu, 1995).

FORD COMPANY FOLLOWING JUST IN TIME:

Production of Ford latest small car, the Ford KA has been a dramatic improvement compared to Ford previous product, Fiesta (Kochan, 1997). This is a real example of successful JIT implementation with all its outsourcing strategies. The production target of 1,100 KA cars per day has been reached only within 8 weeks since the launch date, compared to 15 weeks required for Fiesta. Ford found that the initial bottleneck was caused by material handling, assembly time and inbound logistic. Some of the components in Fiesta are supplied by various suppliers and these components had to be made, loaded in the container and scheduled for delivery before finally delivered by trucks. This common process is found to be inefficient as every part has to be continuously handled by human and this causes big risks of damages, misplaced and imperfection in quality, especially for cosmetically sensitive and fragile parts such as instrument consoles, electrical wiring and airbags.

With the new developed JIT system supported with sophisticated aerial tunnels connecting Ford with its suppliers, production lead times can be minimized, product quality can be improved, responsiveness towards customer demands can me boosted and the most important thing is inventory, space requirements, handling and transportation cost can be dramatically reduced (Kochan, 1997). Ford is now connected with more than 50 suppliers in Valencia with specifically designed aerial tunnels. These tunnels are also very useful to transport bulky and heavy items such as seats and fuel tank. The brain of this amazing system is DAD (direct automated delivery) which will integrate the whole processes virtually as one extended manufacturing warehouse. DAD will enable a smooth manufacturing process by applying Ford scheduling system so that all the supplied components being delivered right on time they are needed. In addition, DAD and its tunnels enable the integration of manufacturing equipment so that the component being delivered can be immediately installed with the main body or other components in Ford factory.

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Summary of Ford Valencia manufacturing system prior JIT implementation:

Minimum of 15 weeks to reach full production capacity. Required at least 3,000 parts to be assembled for each car. Very small outsourcing involve for car components. All parts from suppliers are delivered on trucks. Stock must be kept at certain level to assure the continuity of production. Parts are often damaged during packaging, handling or delivery. Spent over $6 million for inefficient delivery system (250+ trucks per day). 80 per cent automation in overall. Manual seats and battery placement and this may cause injury for employee.

In a dynamic market trends, pre-JIT system clearly is not responsive enough as an answer. There are minor inefficiencies throughout the system which accumulate into serious problem that may cause Ford being less competitive in the market.

IMPROVEMENT PROCESS ANALYSIS

The main objectives of JIT are obtaining low-cost high quality products and on-time production as well as eliminating waste and stagnant stock (Svensson, 2001). Even though most of JIT implementation has similar aim and purposes, the strategies involved may differ from industry to industry or company to company. Ford has smartly chosen the right methods and strategies by reducing the barriers in relation with its suppliers.

Through JIT, Ford is achieving the highest efficiency in car manufacturing industry. Its plant in Valencia has become the standard and being adopted in its other plants in many other countries. Apart from its tangible benefits such as saving on transport costs, stock/inventory costs, quicker manufacturing process and minimized risk/wastage, JIT will also bring immediate intangible benefits such as improved customer satisfaction through immediate responses and shorter timeframe to respond towards market trends.

Improvements being achieved through JIT implementation:

Only 8 weeks required to reach full production capacity. Only 1,200 parts need to be assembled, the rest have been done by its suppliers. All the outsource-viable production parts are outsourced. Automatic delivery system and aerial tunnels are developed to minimize transport. There is barely any stock required as most parts are made to order. The whole manufacturing processes including the suppliers are working as one

system. The need of conventional truck delivery is minimum. 98 per cent automation. Seats and battery placement are being done by automated high-precision machines.

There is not enough detail to measure the benefit of JIT implementation against the pre-JIT system, however from rough analysis Ford will gain the benefit immediately and get the investment back in virtually no time.

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QUESTION 4:

Explain the concept of Cellular Manufacturing by taking example any of the mechanical components?

ANSWER:

Cellular manufacturing, one of the main tools of Lean Manufacturing, helps to create a concept known as single or one-piece flow. Equipment and the workstations are arranged in sequences to allow for a smooth flow of materials and components through the process. The cell is made up of workers and the equipment required performing the steps in creating the product. The layout of the equipment and the workstations is determined by the logical sequence of production.

By grouping similar products into families that can then be processed on the same equipment in the same sequence, cellular manufacturing offers companies the flexibility to give customers the variety they require. Factories converted to cellular manufacturing benefit by the reduction of overproduction and waste, shorter lead time, improved quality and productivity, improved teamwork and communication.

CELL REQUIREMENTS

The main requirement of Cellular Manufacturing is to ensure that all equipment required for production is operating at 100% efficiency at all times. Through short daily inspections, cleaning, lubricating, and making minor adjustments, minor problems can be detected and corrected before they become a major problem that can shut down a production line.

NEW TERMS

Many new terms have emerged in the last few decades in virtually all fields of human endeavor. The field of manufacturing has also been affected by this trend - in fact, many buzzwords of the past have become just plain words of the present, used in daily conversations as well as various media. One such word - or rather a phrase, or a term - is Lean Manufacturing.

Even for those not familiar with management of modern manufacturing, the term Lean manufacturing can have different meanings to some people, some correct and some incorrect. The word lean, as an adjective, is mostly used as means to describe something as non-fat, for example, lean meat. It can also mean to describe a non-productive or non-prosperous situation or period. It means identification and elimination of inefficiencies and waste. It also means a concentrated effort to achieve this goal.

CELLULAR MANUFACTURING

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The basic concept of cellular manufacturing is the integration of management practices with technological advances. To be truly successful requires a thorough understanding of the causes and elimination of waste at all levels, and that means both operations and processes. There are several important considerations involved in order to achieve the best benefits:

Reduction of lead time Utilization of available space Maximizing flexibility Emphasizing teamwork Improving communications Productivity and quality improvement

ONE PIECE OR MANY

The question that comes up frequently is how many pieces to run at a given time? In this manufacturing environment, the product moves through the process based on customer’s needs, one at a time, with no undesired interruptions. Various equipment and workstations are arranged in sequences to allow for a smooth flow of materials and components through the process. A particular cell is made up of the team members and the equipment that is required to follow the steps in manufacturing of the product.

PURPOSE OF CELLS

Joining machining technologies with tooling and setup technologies, and combining them with people skills and positive management (coaching rather than supervising), can all result in a very good manufacturing environment. As various processes and operations are at the core of manufacturing, it is important to understand that a cell is just a group of people and equipment working together toward a certain goal.

Although the concept of individual cells suggests certain independence from other cell operations, but how each cell interacts with other cells in the same manufacturing situation. Certain cooperation is not only needed but also necessary. Each cell should work towards its own goals and keep contact with other cells to the minimum. Typically, a single cell is designed to a family of similar parts; an example of such an approach is a work on a conveyor line or in assembly.

CELL DESCRIPTION

A cell is defined as a combination of people and equipment that work together in order to complete a process in a set sequence. This arrangement allows manufacturers to achieve the main goals of Lean manufacturing - multi-variety products and one-piece flow. In a typical cell, all machinery and other equipment is arranged in close relation to each other. This results in the reduction or even elimination of time that is needed to move parts between

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machines in the cell. The most common cells used in industry are the C-shaped, U-shaped, or L-shaped cells.

LEAN MANUFACTURING

Lean manufacturing represents a journey that should never end since it involves the identification and elimination of waste and inefficiencies. It is the continuous improvement of al operations and processes involved in manufacturing. It seems to imply that there will always be some waste and inefficiencies, and that better operations or processes will continue to emerge due to better equipment, newer technological developments and more informed management. The implementation of Lean production systems has saved many companies millions of dollars over the last 20 years or so. The fact that not every manufacturer has converted to a Lean system years ago remains a mystery because the rewards are so amazing.

CELLULAR MANUFACTURING ADOPTED IN GEAR MANUFACTURING WORKSHOPS:

i. ASSESSMENT OF GEAR MANUFACTURING MACHINE SHOPS

The gear manufacturing machine shop or the small scale industry which is considered for research showed that the typical machine shop facility is characterized by batch-oriented processes, large monument-like equipment, a large variety of gears being produced at any time in the facility and manual shop floor communications between machine operators, forklift drivers and plant managers/supervisors. This dispersion of the manufacturing assets, and the functional layout of the facility at each location, results in a Value Added Ratio (Actual Man Hours/Total Lead Time) of about 10%. Gears that have a high unit price are seen to have the highest lead times in both dimensions, which is the primary reason for high WIP costs. However, ¡t must be recognized that the typical manufacturer operates in a Make-To-Order business environment. These small scale manufacturers do not have an extensive suite of well-documented, easy-to-use and thoroughly validated methods and tools to support their implementation of CM. Clearly, there is a need for new concepts and analysis tools specifically suited for Gear manufacturing machine shops to implement CM in a manner that suits their business model and manufacturing environments.

ii. IMPLEMENTING CELLULAR MANUFACTURING IN GEAR MANUFACTURING MACHINE SHOPS

The Cellular Manufacturing in this area is implemented through the integration of Group Technology to decompose a product mix into part families and CM to design a flexible facility layout.

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Group Technology seeks to identify and group together similar parts to take advantage of their similarities in manufacturing and design. CM is an application of the Group Technology concept specifically for factory reconfiguration and layout design.

Small scale production units are complex high-variety low-volume manufacturing facilities where the changes in product mix, volume, customer base, workforce skills, process technology, etc. are significant. A complete reorganization of a typical small scale industry into a Cellular Layout may be ill-advised due to the inherent inflexibility of manufacturing cells to adapt to changes in their product mix, demand volumes and capacity requirements (machine and labor) to meet production schedules. Hybrid Cellular Layouts, unlike the traditional network of manufacturing cells in a Cellular Layout, provide an effective foundation for job shops to configure their shop floors differently from the typical assembly facility. These layouts integrate the flexibility of a Process Layout with the order flow tracking and control of a Cellular Layout. They are designed based on the principles of Design for Flow to achieve waste-free, and therefore high-velocity, flows of orders ¡n a Make-To-Order realm without necessitating repeated shop floor reconfiguration. Here are some factors which need to be taken care for effective CM implementation:

a) To identify and implement not just a single “pilot” cell, but all potential cells for different families of parts that may exist in its large product mix.

b) Implement virtual (dynamic and reconfigurable) cells for a portion of its product mix.c) Develop a self-motivated workforce knowledgeable in Industrial Engineering skills

who seek to eliminate unproductive in a wide variety of administrative and production processes on a daily basis.

d) To adopt the concepts and models of Lean Thinking depending on demand forecastse) Develop a partnership with its suppliers in order to better estimate and control

supplier delivery schedules.f) Define its “core manufacturing competencies” into a guidebook that its sales staff

could use to accept, evaluate or reject new orders based on past cost/benefit performance measures.

g) Implement Finite Capacity Scheduling without purchasing expensive software, since Theory of Constraints and Drum-Buffer-Rope scheduling have been known to succeed in such facilities.

h) To achieve flow and be flexible to changes in product mix, demand and manufacturing technology

The goal of this work was in two folds:

Primary reason was to achieve the objectives (to implement the CM technology in a small scale industry) and

Secondary to document the learning from interaction with the industry and these have been accomplished.

The approach to cell design and implementation process proposed in this paper was used to implement the ideas at a small scale industry, and it has begun to realize the benefits expected from the cell. The key findings from the industrial experience are listed below

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Do not underestimate the importance of analysis: A successful implementation requires thorough analysis. When introducing a cell in an already existing job shop, managers may decide to rely on their own knowledge and experience rather than on data and analysis to determine part families and cell capacity.

People make it happen: Analysis is necessary but not sufficient. Participation from people across the organization facilitates and enhances the design; and it is people that implement the design. Ensure that input’s from as many of those who will “work and live within the cell” are obtained prior to implementation. It will make the implementation process much smoother.

Break down the functional barriers: CM requires communication amongst and between the operators and the functional support personnel to support rapid problem solving and results. The culture of an already existing shop may not support the kinds of interactions and relationships that support CM. Managers should be aware that the introduction of CM can potentially require changes to the organizational culture.

When a job shop manufactures a group of products with similar characteristics and stable demand, CM can be a very effective way to obtain performance improvements. The method proposed in the paper ¡s recommended to design and implement CM in existing job shop environments.

QUESTION 5:

Write short notes on following:

MRP Quality Assurance

ANSWER:

A. MATERIAL REQUIREMENTS PLANNING (MRP): Material requirements planning (MRP) is a production planning and inventory

control system used to manage manufacturing processes. Most MRP systems are software-based, while it is possible to conduct MRP by hand as well.

An MRP system is intended to simultaneously meet three objectives:

Ensure materials are available for production and products are available for delivery to customers.

Maintain the lowest possible material and product levels in store Plan manufacturing activities, delivery schedules and purchasing activities.

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Material requirements planning is a computational technique that converts the master schedule for end products into a detailed schedule for the raw materials and components used in the end products. The detailed schedule identifies the quantities of each raw material and component item. It also tells when each item must be ordered and delivered so as to mccl the master schedule for the final products.

MRP is often considered to be a subset of inventory control. While it is an effective tool for minimizing unnecessary inventory investment, MRP is also useful in production scheduling and purchasing of material.

The concept of MRP is relatively straight forward. What complicates the application of the technique is the sheer magnitude of the data to be processed. The master schedule provides the overall production plan for final products in terms of month-by-month or week-by-week delivery requirements. Each of the products may contain hundreds of individual components. These components arc produced out of raw materials, some of which are common among the components. For example, several parts may be produced out of the same sheet steel. The components are assembled into simple subassemblies. Then these subassemblies arc put together into more complex assemblies—and so forth, until the final product is assembled together. Each production and assembly step takes time. All of these factors must be incorporated into the MRP computations. Although each separate computation is uncomplicated, the magnitude of all the data to be processed is so large that the application of MRP is virtually impossible unless carried out on a digital computer.

BASIC MRP CONCEPTS

MATERIAL REQUIREMENTS PLANNING is based on several basic concepts

which are implicit in the preceding description but not explicitly defined. These concepts are:

1. Independent versus dependent demand

2. Lumpy demand

3. Lead times

4. Common use items

INPUTS TO MRP

MRP converts the master production schedule into the detailed schedule for raw materials and components. For the MRP program to perform this function, it must operate on the data contained in the master schedule. Hover, this is only one of three sources of input data on which MRP relies. The three inputs to MRP are:

1. The master production schedule and other order data2. The-bill- of- material file, which defines the product structure3. The inventory record file

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B. QUALITY ASSURANCE:Quality in a manufacturing context can be defined as the degree to which a product or

its components conform to certain standards that have been specified by the designer. An overall management plan to guarantee the integrity of data (The “system”).

Quality assurance (QA) is concerned with those activities which will maximize the probability that the product and its components will be manufactured within the design specifications. These activities should start in the product design area, where the designer can make decisions among alternatives that might have quality consequences. For example, the decision might be between two or more materials to specify for a particular component. The designer must select the material that will achieve the best performance (in terms of properties, durability, reliability, processability, etc.) relative to its cost. QA activities continue in manufacturing planning, where decisions relative to production equipment, tooling, methods, and motivation of employees will all have an influence on quality.

Quality control is concerned with those activities related to inspection of product and component quality, detection of poor quality, and corrective action necessary to eliminate poor quality. These activities also involve the planning of inspection procedures and the specification of the gages and measuring instruments needed to perform the inspections. Included within the scope of planning would be the design of statistical sampling plans, a field of study which is usually called statistical quality control.

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