...Khulna University of Engineering &Technology (KUET), Bangladesh Abstract- Sophisticated customer demands and advanced technology have changed the way of conducting business. Financial condition of a manufacturing company largely depends on the defect rate of a product. Understanding the key features, obstacles, and shortcomings of the six sigma method allows organizations to better support their strategic directions, and increasing needs for coaching, mentoring, and training. The objectives of this paper are to study and evaluate processes of the case organization, to find out the current sigma level and finally to improve the existing Sigma level through decreasing defects. According to objectives, current sigma level has been calculated, manufacturing process analyzed and suggestions given for improvement. Especially in analyzing phase different analysis tools like Production Layout, Process Block Diagram, Cause and Effect Diagram, Cheek Sheet, Process control chart are used. FMEA is used as improvement tool. By using this it has been possible to improve productivity by reducing defects rate. This research work has been carried out in a cement manufacturing company to show how to implement Six- Sigma in this type of industry. This research related work does not only apply to cement manufacturing company but also in any other types of organizations. By implementing Six-Sigma a perfect synchronization among cost,...
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...the following scenarios: proper training for employees, holding employees accountable, and incentives to help motivate employees. TQM will also be implemented within the supply chain including suppliers and transportation; this will decrease costs and improve on-time delivery to customers, which will increase sales. With the new process transitioning to the just-in-time (JIT) method, the technology portion of the organization will need to be upgraded to a system that monitors from the point of order to the point of delivery. The company will transition from a basic material requirements plan (MRP) to an MRPII system that will allow Riordan to excel in efficiency, lean production, and cost effectiveness. Applying lean production principles will aid in removing waste, reducing inventory, maximizing process flow, and meeting customer expectations. Communication is key for the organization; this will allow management to empower the employees with a company-wide initiative of continuous improvement. The recommendation is to use make-to-order for standard and custom orders to excel in the customer service arena that will not only retain current...
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...Seven Quality Control Tools 1 1. 2. 3. 4. 5. 6. 7. Pareto analysis Flowcharts Check sheets Histograms Scatter diagrams Control charts Fishbone diagram 2 Vilfredo Pareto was an Italian economist who noted that approximately 80% of wealth was owned by only 20% of the population. This was true in almost all the societies he studied. 3 1. Pareto analysis Choosing the Most Important Changes to Make Pareto analysis is a very simple technique that helps you to choose the most effective changes to make. It uses the Pareto principle - the idea that by doing 20% of work you can generate 80% of the advantage of doing the entire job. Pareto analysis is a formal technique for finding the changes that will give the biggest benefits. It is useful where many possible courses of action are competing for your attention. 4 It is a statistical technique in decision making that is used for selection of a limited number of tasks that produce significant overall effect. It uses the Pareto principle - the idea that by doing 20% of work you can generate 80% of the advantage of doing the entire job. Or in terms of quality improvement, a large majority of problems (80%) are produced by a few key causes (20%). 5 Pareto analysis is a formal technique useful where many possible courses of action are competing for your attention. Basically, it consists of estimating the benefit delivered by each action...
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...Information Flow in an Organization , information is created for meaning, decision making and sharing of knowledge. Just like a river flowing information flows from one place to another, into every house, school or organization. The flow begins with the creation of the data at a terminal; this is the beginning of the information flow. From there the information flows down the pipeline through the network which is like a pipeline. Within this network of pipes you have the switching and routing of the information flow, like the valves used to push water from one location to another. From there the information flows to storage facilities like large storage facilities, these facilities in a data network are the servers, mainframes are used in conjunction with software to store, collate, and share the data just waiting to be accessed and shared. Once a person turns on the faucet or access the information the flow starts again, from the storage facility to another set of switches/routers or valves. This information is accessed like getting a drink of water. Information flow within an organization is an ever evolving process; it is circular in nature according to its activities. Chesapeake Energy’s information flow starts with the design of the information network or pipeline, network circuits include cell modems, T1 and fiber circuits. From here the routers and switches are put in place to send the information to the right storage facility or server. Software is created to determine...
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...IOP Publishing IOP Conf. Series: Materials Science and Engineering 36 (2012) 012006 doi:10.1088/1757-899X/36/1/012006 Productivity improvement using industrial engineering tools H.A. Salaam1, S. B. How, M. F. Faisae Faculty of Mechanical Engineering, Universiti Malaysia Pahang (UMP), Pekan, Pahang Darul Makmur, 26600, Malaysia E-mail: hadisalaam@ump.edu.my Abstract. Minimizing the number of defects is important to any company since it influence their outputs and profits. The aim of this paper is to study the implementation of industrial engineering tools in a manufacturing recycle paper box company. This study starts with reading the standard operation procedures and analyzing the process flow to get the whole idea on how to manufacture paper box. At the same time, observations at the production line were made to identify problem occurs in the production line. By using check sheet, the defect data from each station were collected and have been analyzed using Pareto Chart. From the chart, it is found that glue workstation shows the highest number of defects. Based on observation at the glue workstation, the existing method used to glue the box was inappropriate because the operator used a lot of glue. Then, by using cause...
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...had improved the technology by developing a clear blue pigment by grinding azurite, gums, wax and egg white as binders and solvents for their paints. Greeks learnt to blend paints with hot wax, rather than water, making paint both thicker and easier to spread. By this time, colours were available from natural and synthetic sources, one of the most interesting being a purple pigment made from heating yellow earth till it turned red and then plunging it into vinegar. In the eighteenth century, paint factories began to open in Europe and America, and by the nineteenth century, mass production had brought prices down where houses began to be painted. In the twentieth century, paint manufacturing and its function is widely understood especially from chemical point of view, meaning that paint manufacture has finally moved from being an art to being a science. 1.2 Paint Importance and Its Production: Paints are used for the protection and appearance enhancement of houses, buildings, cars, ships and many more. They are used as a safety feature to grab person attention like in lane markings on road and in emergency paths to evacuate. Paints are essentially a mixture of a solvent, a binder (that sticks to the surface) and a pigment (which provides colour, opacity and protection of the surface concerned). The manufacture of paint is, in principle, simple. The pigment, binder and thinner must be blended in the correct proportions such that, when the paint is applied, the final...
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...Supply Chains Design Paper OPS/571 Supply Chains Design Paper Riordan Manufacturing is a company owned by Fortune 1000 Riordan Industries, Inc. The company is a leader is manufacturing plastic with customers which “include automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers”(Riordan, 2005.) A review of Riordan Manufacturing will include the company’s manufacturing strategy, process flow chart for the electric fan supply, metrics to evaluate the electric supply chain, and how the supplier relationship and the effects on the supply chain. Additionally, the review will also explain the lean production schedule, forecasting techniques, aggregate production plan, master schedule, and materials requirement schedule. Riordan Manufacturing Strategy The manufacturing strategy which best fits Riordan’s manufacturing strategy is a stable workforce. Stable workforce is the best manufacturing strategy because “it schedules production of fans to meet the forecasted sales and the forecast is calculated by taking the average of sales for the last three years and extrapolating it into the next year” (Riordan, 2005). Another indication can be found in the employee turnover report for 2009-2012. The percentage of involuntary separations decreased from 3.4% in 2009 to 2.0% in 2012. The decrease in involuntary turnovers indicates maintenance of a stable workforce. The stability of the workforce benefits...
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...GSCM326 full course latest all discussions all quizzes and all week Course Project Click Link Below To Buy: http://hwcampus.com/shop/gscm326-full-course-latest-discussions-quizzes-week-course-project/ GSCM326 Week 1 Discussion DQ1 & DQ 2 Latest DQ 1 Total Quality Management (graded) What is total quality management (TQM)? Is it something you can install, like a refrigerator? How do you know TQM when you see it? DQ 2 A System Perspective (graded) When we talk about a system view, what are we interested in and why? Why is a system view so important to have if you are going to implement TQM? GSCM326 Week 2 Discussion DQ1 & DQ 2 Latest 2016 Jan. DQ 1 Deming's 14 Points (graded) Are Dr. Deming’s 14 points clear, concise, and achievable? If not, what do you think he had in mind? In Deming’s view, who needs to do what and why? DQ 2 Quality Awards and Standards (graded) The authors of our text talk about the Baldrige Award throughout their book. In previous versions, they even designed their text around this award. Given that our course is about TQM, an in-depth discussion of the Deming Prize would seem to be appropriate since it is the framework of company-wide quality control in Japan, which embodies what we call TQM in the United States, but is hardly discussed in our text. So let's do some research. Put on your investigative hats and see what you can find about the Deming Prize. You...
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...Introduction: Lean manufacturing: Lean manufacturing is a systematic approach of identifying and eliminating waste through continuous improvement, flowing the product at the pull of the customer in pursuit of perfection. Lean manufacturing is a comprehensive approach to eliminating waste from your operation. It is a systematic methodology that uses various tools to achieve the goal of reduced waste. The principle of lean manufacturing is to reduce cost through continuous improvement that will eventually reduce the cost of services and products, thus growing more profits. Waste: Waste can be defined as a substance or a thing that is no longer useful in a process. Waste is in fact anything that adds cost, but not value to a product. Toyota executive Taiichi Ohno identified seven types of wastes in manufacturing system, namely: Overproduction- It is considered to be the worst of the wastes, as it multiplies the other 6 wastes and hides your true capability, thereby causing you to make bad decisions such as turn work away or invest in unnecessary additional capacity. Defects- It is also pure waste as poor quality is produced. Time, energy and materials are consumed needlessly, and even if the customer is not lost, you still need to do the work again. Inventory- It is the worst of all the 7 wastes. It ties up cash, requires labor, energy and fixed assets to manage it, and moreover it provides a false sense of comfort by hiding problems. Motion- In terms of ease...
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...University of Nottingham Ningbo China Business School Academic Year 2015/16 Autumn Semester CORPORATE FINANCE Prof. Michele Geraci Analysis of Boeing Investment Plan Yuliana Tan Student ID: 6519982 Word Count: 2,220 (exc. Table of Contents, Tables, Charts & References) Executive Summary This paper discusses whether The Boeing Company should build a plant specializing in producing aircraft 787 in China. Having analyzed the project from a purely financial view, through the calculation of NPV, IRR, Profitability Index (PI) and Payback Period for 30 years, it is recommended that The Boeing Company do so. The project is assumed to start in 2016, with 2 years construction and sales beginning in 2018. The calculations are made on the assumption that all 787planes will be solely produced in China's plant with other plants ceasing the production of this model once China plant has been set up and sales start in 2018. With an initial investment of USD 6.5 Billion, The Boeing Company will be financing the project with 80% debts and 20% equities. Further assumption is made on the source of the capital. Equity will be gained by issuing stocks on the NYSE, hence, the calculation of the project is in USD; the cost of debt, in this case, follows the US lending rate (3.5%) assuming Boeing borrows from the American Bank with a constant rate. The plant will be located in Chong Qing province, specifically Jiangbei district. The reason for this is that Chong Qing is the fourth major municipal...
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...UK. Dublin City University Business School, Dublin City University, Dublin, ROI. Business School, National Polytechnic Institute of Mexico, Mexico City, Mexico. Received 04 April 2013; received in revised form 25 April 2013; accepted 26 May 2013 Abstract Increasingly competitive market environments have forced not only large manufacturing, but also smalland-medium size enterprises (SME) to look for means to improve their operations in order to increase competitive strength. This paper presents an adaptation and adoption by a UK SME engineering service organisation, of lean management, industrial engineering, and automation metods developed within larger organisations. This SME sought to improve the overall performance of one of its core testing processes. An exploratory analysis, based on the lean management concept of “value added” and work measurement technique “time study”, was developed and carried out in order to understand the current performance of a testing process for gas turbine fuel flow dividers. A design for the automation of some operations of the testing process was followed as an approach to reduce non-value added activities, and improve the overall efficiency of the testing process. The overall testing time was reduced from 12.41 to 7.93 hours (36.09 percent) while the man hours and non-value added time were also reduced from 23.91 to 12.94 hours (45.87 percent) and from 11.08 to 6.69 (39.67 percent) hours respectively. This resulted in an...
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...Introduction The purpose of this paper to provide suggestion on step that should be taken by Albatross Anchor to improve the company’s manufacturing, logistics, administration and shipping components. Each suggestion has the goal of improving efficiency in the area being targeted and allows Albatross Anchor lower production costs; utilize labor and materials more effectively and attain a higher profit margin while creating or increasing the company’s competitive advantage. The following consists of two questions the first will focus on several challenges Albatross Anchor faces and the suggested corrective action. The second section of the paper will focus on the building layout and department placement and propose changes that will not affect production will take only 60 days to complete with a limited budget. A Gantt chart will be providing to outline the time line for the flow of work from start to finish and final implementation. Question one Supply chain management Currently no automation exists for the purpose of supply chain management (SCM) at Albatross Anchor. Through the use of dedicated SCM software and constant interconnectivity with all upstream and downstream contributors, Albatross Anchor will be able to actively manage all aspects of their supply chain and to maximize customer value and reach a sustainable level of competitive advantage. Any inefficient links will be easily identified and corrective action instituted. The flow of both information and physical...
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... NY has determined that a capital expenditure of an installation of electronic medical records (EMR) will help their facility compete with surrounding facilities. The cost will be roughly $50,000, and will consist of the hardware, labor, software, service, and education for facility staff. This paper will confer that attainment of electronic medical record hardware and software will facilitate organizational and management with facility goals based on the necessity of the facility to compete with other facilities in the area that are technically advanced. In the long run the facility will reap the rewards of the installation of this new technology. Management Goals Productivity The chief goals of the administration group at Client Health and Rehabilitation Center is that of productivity. With the organization becoming further advanced technologically owing to the use of the EMR system, responsibilities that consist of procuring doctors orders for updating, filing, and charting additional redundancies, and use many paper charts will not be necessary, thereby doing away this outdated responsibility. Acquiring information for chart audits to determine code status, new doctor orders, and accurateness of assessments will be completed with simplicity. The management team understands the need to put into practice the technology with a crossing point to the finance office. Billing and collections will advance and make more efficient...
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...2005-06. The commercial vehicle segment, in particular, has increased at CAGR of 24.35% during the above-mentioned period; whereas total sales of passenger cars in domestic market have increased at CAGR of 14.02%. In terms of production, commercial vehicles have registered a CAGR of 24.55% from 2001-02 to 2005-06; while passenger vehicles have registered a CAGR of 18.24%. There is a declining trend in mopeds production as well as in sales in the domestic market. During 2001-02, mopeds production and sales have declined at CAGR 2.93% and 5% respectively. Exports on a roll The significant development in Indian automobile sector is the outstanding growth of its exports. From 2001-02 to 2005-06, total exports of automobile sector has gone up at CAGR of 44.56%. Exports of motorcycle segment have registered highest annual growth rate of 61.42% during this period. This has clearly indicated that Indian automobile sector is going global. Chart- 2: Export Trend in Indian Automobiles (‘000 units) 900 800 700 806.49 600 Overview of Indian automobile and auto components industry Indian automobile industry is riding high with overwhelming economic growth rate of 8.4% in 2005-06. The industry has been growing at CAGR of 16.33% from 2001-02 to 2005-06 in terms of production. Booming IT/ITES sector, manufacturing industry (namely textile, pharmaceutical and engineering) and real estate have contributed to this high growth in automobile industry in the country. This is easy to understand because...
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...output under ideal conditions - Effective: Max capacity given current product mix Actual output: rate of output actually achieved – often less than the effective capacity Efficiency = Actual Output/ Effective Capacity Utilization = Actual Output / Design Capacity Factors Influencing Capacity - Facilities and Machines – Floor Space, Layout, machine maintenance - Products/Services – The larger the # of products, increase changeover times, lower effective capacity - Human – Training, Skills, Experience - Planning & Operational - # of shifts per day, bottlenecks, inventory decisions, quality control, procedures, late deliveries, defective purchased material - External – Products standards (Quality & Performance), pollution standards, paper work required by government agencies Strategic Capacity Planning – deals with long term overall capacity levels - Process: Forecast demand 1-5 years ahead -> Determine capacity requirements -> Measure the capacity now and decide how to bridge the gap: (A) Generate feasible alternatives (b) Evaluate alternatives considering economic and non-economic aspects (c) choose best alternative & implement - Growth Patterns: Growth, Decline, Cyclical, Stable - Math – Calculate Annual Capacity, Total Processing Time needed/ Annual Capacity Break Even Analysis - P=TR-TC=Q*r-(FC+Q*v) - Q = (P+FC)/(R-v) – BEP is when P=0 Choosing Between Two Systems - Q(BEP) = [FC(1)-FC(2)] / [v(2)-v(1)], less = 1, greater = 2 Management of Quality Quality...
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