...Republic of the Philippines Technological University of the Philippines Ayala Boulevard, Ermita Manila IM – 10: Production Management CHAPTER VIII. Production Process Improvement For Product Innovation Submitted by: Tugade, Erwin Benedict P. Liang, Dongping (Jessie) BAM – IM – 4LE Submitted to: Noel B. Hernandez, Ph. D. Topics to be discussed 1. Production Process. 2. Characteristics of A Production Process. 3. Importance of Continuous Process improvement. 4. Innovation Drivers of Change. 5. Reverse Engineering. 6. Kaizen. Objectives * To be able to know what is Product Innovation. * To identify the reason of Continuous Innovation. * To be able to enumerate different factors Necessitating Change in Process Design * To introduce some new ways of thinking about continuous improvement. * To understand innovation as drivers of change. * To discuss about Reverse Engineering and Kaizen. Introduction To win in manufacturing, not only do you need the ability to innovate, but you must also execute upon that innovation and deliver new product to market before your competitors do. That's true manufacturing agility, and it can't happen if your enterprise is burdened by isolated plant-based execution systems that lack coordination between headquarters, engineering and the shop floor. As Blanchard (2005) believes that innovation is the successful exploitation of new ideas. And companies’ success, for example...
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...am going reflect how my values align (or do not align) with the values of Kudler Fine Foods and how they affect my performance. Where Values Comes From Individuals inherit values. They learn from their parents, teachers, and other influential individuals in their life. Values can reflect the values of the place where an individual live. Values may change some, but they last a lifetime (Best of Time Management, 2008). Everyone have values that determine their decisions and guide their lives. Individuals may dedicate or give up their entire life to pursue their values (Posner, 2010). My Values Implementing values as an individual can always attract success, achievement, and well being for that person. I have a lot of values I implement, but I am only going to discuss a few values that I use. Some of my values consist of the following: individuality, self reliant, truthfulness, family or friends, and goodness. Valuing my individuality helps me take responsibility; valuing my self-reliant helps me act with self-respect to myself; valuing truthfulness helps me to keep it one hundred with everyone, it is hard for me to tell a lie. The main value I focus on is my family and friends. I sacrifice a lot for my family...
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...Continuous improvement Nowadays, the company need to move and looking forward in order to be successful. The top management must make right decision and action in order to maintain sustainability of the company. They must take into consideration all consequences may arise when the decision taken comes to its implementation state. One of the technique can be apply to the company is continuous improvement. Walt Disney Company, Toyota and United States Environmental Protection Agency are some examples of organization that used continuous improvement as one of the technique used in their business operation. History behind the existence of Continuous Improvement Japan is one of the first countries that realize the existence of continuous improvement. Continuous improvement gives a good impact to the company and also the economy as whole. It was being stated by Ron Ashkenas who is the managing partner of Schaffer Consulting in his article. During 1950s, Japanese manufacturers did not emphasis on quality in the production of product. But then, they imposed a culture of analytical and systematic change. (Ashkenas, 2012) As a result, Japan became one of the countries that dominate key industries such as automobiles (e.g Toyota), telecommunications (e.g Fujitsu) and consumer electronics (e.g Sharp). It starting in 1970s when Japan was able to create low cost and produce quality products. For your information, people in Japan called continuous improvement as kaizen. Kaizen is...
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...teacher effectiveness and student learning. Standard 4: Resources and Support Systems The school has resources and provides services that support its purpose and direction to ensure success for all students. Standard 5: Using Results for Continuous Improvement The school implements a comprehensive assessment system that generates a range of data about student learning and school effectiveness and uses the results to guide continuous improvement. © AdvancED® 2011 1 Standards for Quality Schools Standard 1 Purpose and Direction The school maintains and communicates a purpose and direction that commit to high expectations for learning as well as shared values and beliefs about teaching and learning. IndIcator 1.1 The school engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a school purpose for student success. IndIcator 1.2 The school leadership and staff commit to a culture that is based on shared values and beliefs about teaching and learning and supports challenging, equitable educational programs and learning experiences for all students that include achievement of learning, thinking, and life skills. IndIcator 1.3 The school’s leadership implements a continuous...
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...Individual Examination: British Telecom Cape Town CONTENTS 1 Executive Summary On the surface it would appear that British Telecom has addressed each area of TQM in their effort to implement a QMS system. They have had good financial results. Their people/staff satisfaction is high. Their customer satisfaction index high and are termed “loyal”. What really happened was that they had not implemented TQM correctly. In their attempt to focus on the customer they had neglected their staff. During Project Sovereign BT lost 130 000 staff members. This may have been because the strategy and vision was not shared with all the staff. The outcome was however that they probably lost many good people. The main component that was missing from their TQM implementation was Systems Thinking. They did not implement a system that allowed issues which required improvement to become new projects. Thus even though they claimed they were continuously improving, there were very few new initiatives. Prepared by: Deon du Plessis Page 2 of 19 Created on 04/04/15 Individual Examination: British Telecom Individual Examination: British Telecom The solution will be to become a true BSPM learning organisation. This will involve some more changes to the structure where the continuous improvement projects will be programme managed across the value chain. 2 Question1: What role has the Quality Management system and the ISO 9001 standard played in BT’s total quality journey...
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...Total Quality Management: A Continuous Improvement Process Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the...
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...explaining what continuous improvement means in the context of organisational success. Explain how the concept can and should be applied. Explain how it is possible to lead continuous improvement systems and processes encouraging employees to: - participate in decision making processes - assume responsibility - exercise initiative Explain how you will conduct an information session to communicate an organisation's continuous improvement process to employees. Explain how you would identify and address sustainability requirements in light of continuous improvement Explain how you would facilitate mentoring and coaching sessions to help workers take part in the organisation's continuous improvement process. Outline how you, as an organisational leader, would gather information about continuous improvement needs and would contribute to and implement continuous improvement initiatives. Draft a memo to employees providing information about changes to plans and operations, the outcomes of continuous improvement efforts. Lastly, also consider customer service and feedback from customers that might contribute to identification of improvement opportunities. Include reference to the impact of change on individuals and groups within an organisation, risk assessment, risk management and techniques for successfully managing the different types of change. What actions would you take to ensure that employees in the organisation understood the need for improvement and were able to...
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...centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." Total Quality Management (TQM) refers to management methods used to enhance quality and productivity in business organizations. TQM is a comprehensive management approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers. History of Total Quality Management The history of total quality management (TQM) began initially as a term coined by the Naval Air Systems Command to describe its Japanese-style management approach to quality improvement. An umbrella methodology for continually improving the quality of all processes, it draws on knowledge of the principles and practices of: * The behavioral sciences * The analysis of quantitative and non quantitative data * Economics theories * Process analysis TQM Timeline 1920s | * Some of the first seeds of quality management were planted as the principles of scientific management swept through U.S. industry. * Businesses clearly separated the processes of planning and carrying out the plan, and union opposition arose as workers were deprived of a voice in the conditions and functions of their work. * The Hawthorne experiments in the late 1920s showed how worker productivity could be impacted by participation...
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...Herman Bautista 9/25/2013 Discussion Question Chapter 7 Process Flow Analysis 1. Provide the definition of a bottleneck. Why is it important to find the bottleneck? A bottleneck is a phenomenon where the performance or capacity of an entire system is limited by a single or limited number of components or resources. The term bottleneck is taken from the 'assets are water' metaphor. As water is poured out of a bottle, the rate of outflow is limited by the width of the conduit of exit, that is, bottleneck. By increasing the width of the bottleneck one can increase the rate at which the water flows out of the neck at different frequencies. Such limiting components of a system are sometimes referred to as bottleneck points. 2. Explain the difference between capacity, flow rate, and demand. Capacity: The capacity can be calculated for every station in a business process. It is always m / processing time with m being the number of resources being devoted to the station. If, for example, one worker needs 40 seconds to put together a sandwich, the capacity of this station is 1/40 per second or 1,5 sandwiches per minute. If there are two workers on the same station, the capacity increases to 2/40 per second or 3 sandwiches per minute. Flow rate: the definition needs to be augmented as the flow rate being the minimum of demand and process capacity. While the flow rate logically can never be higher than the capacity of the bottleneck, it can very well be lower,...
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...Case study Group C – Hank Kolb, Director of Quality Assurance Questions 1 What are the causes of the quality problems on the Greasex line? Display your answer on a fishbone diagram. Question 2 What general steps should Hank follow in setting up a continuous improvement program for the organization? What problems will he have to overcome to make it work? In order to initiate continuous improvement, Hank needed to understand the problem areas that affect the attitude toward quality in the entire organization as Mr. Morganthal has warn Hank Kolb, “lack of quality attitude in the plant”. With the assurance from Mr. Morganthal, the General Manager, he has plan to form a sterling team which comprise of staffs from each different function as members. This team will take an overview and be the devil’s advocate to point out areas that required changes. It has identify that there is a lack of senior management leadership involvement due to insufficient information from the ground. Functions such as personnel, manufacturing, design, plant maintenance, purchasing and marketing have their own area of responsibility to fulfil but doing it without any quality perspective. Changes in the leadership toward quality is requires to instil quality awareness among the staffs and workers. The program has to bring an understanding that quality does not rest on producing quality products to deliver to the customers and to the market but quality of work that provides quality result is equally...
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...Continuous Improvement versus Traditional Approach Traditional Approach * Market-share focus - * Individuals Daily Management is a system that enables everyone to know what he or she has to do to make the organization run smoothly. It includes what has to be measured and controlled to make this happen. The thrust of successful Daily Management is centered around the participation of all employees in the discovery and implementation of small, incremental, continuous improvements that they can make in their own work environment. Daily Management is an activity that can be started by an individual, work team, department, or organization. It works best when the entire organization is geared toward continuous improvement in its daily tasks. Daily Management can be viewed as the application of the PDCA Cycle to daily incremental continuous improvement. In order to be effective at Daily Management, you must: * Know your organization’s vision and mission * Know who your customers are * Know your customers’ needs and expectations * Know your suppliers * Know how to accurately communicate your needs and expectations to your suppliers * Know thoroughly the product or service that your organization delivers to the ultimate user * Know how your job fits into the overall product or service of the organization * Know your job thoroughly * Know your process and all its trifles * Know that you will be rewarded for continuous improvement activities ...
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...enable employees to meet customer requirements | 0 | 1 | 6 | 20 | 3 | 4) Processes monitored on a day-to-day basis | 0 | 2 | 7 | 15 | 6 | 5) Assessing processes and implement changes | 0 | 2 | 8 | 17 | 3 | 6) Processes that improve employee proficiency | 0 | 2 | 10 | 13 | 5 | 7) Reduced wasteful activities | 0 | 2 | 6 | 16 | 6 | Level scale Level 1 — No formal approach Guidance - No systemic approach is evident. There are poor results or unpredictable results. Data are available, but not used for improvement of performance. Level 2 — Reactive approach Guidance – Problem-based approach. The company responds to complaints or mandates as needed. Data are reviewed as required. Limited additional company data on results is available. Level 3 — Stable approach Guidance - Data and detailed, timely local data are used to guide conformance to requirements. There is an established method or an approach. There is concern for improvement. Level 4 — Systematic approach Guidance - Systemic process alignment with good results and sustained improvement trends. The data are effectively used and employee performance continuously improved. State standards are consistently met. Level 5 — Substantial continuous improvement Guidance - Strongly integrated system management with institutionalized improvements. Employees are proficient according to company’s criteria. RESOURCES MANAGEMENT 1. Effective administration of business processes Most of our respondents...
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...1 Total Quality Management: A Continuous Improvement Process 1 Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management...
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...SUMMARY The author conducted a situation analysis for D2D through analysing the approach to process management followed by D2D as well as the quality improvement techniques used by D2D. The analysis revealed the following: * Process Management at D2D- The approach followed by the company is very effective as every process is controlled and measured. This is applicable to all areas within D2D. However, the author is of the opinion that D2D should avoid implementing to many control systems to avoid their employees losing focus. It was also not clear what D2D’s market strategy; if any entails. * Just in Time (JIT) technique – The author found that certain elements such as Lead time reduction; flexible workforce and the required supplier quality assurance and implement a zero defects quality programme were being implemented at D2D. The author is however of the opinion that this is sufficient and that there is no need for D2D to implement additional elements of JIT. * Benchmarking – The assessment showed that D2D is very serious about benchmarking with several of their processes being benchmarked against Japanese; American and European manufacturers. To summarise the findings the author then did a SWOT analysis of D2D to identify areas needed for improvement. Based on this; the author recommended that D2D implement Total Quality Management (TQM) techniques to ensure that they remain a world class organisation....
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...2.1 Discuss the models of strategic change. The pace with which organisations face change together with its workers have been increasing tremendously for many years now. According to Julia, B. and Veronica,H.(2008), “change has become a way of life, in any part because organisations are experiencing many different types of changes”. Many schools of thought have come up with ideas or models which identify the phases of change in organisations and the best way to implement them. Some of them include the Force field analysis and the Continuous improvement models of change. Force field analysis The Force field analysis model was originally developed by Kurt Lewin in 1947 which is now the most commonly used method to “map a plan for goal achievement” (Fred, B.and Steven, C.2010). This approach uses the idea that in a change process, there are both the driving and restraining forces that will either enhance or inhibit the progress to change. Driving forces are those forces that push for and promote change and which will obviously produce positive results while restrainers are forces that will block the intended positive outcomes or make change more difficult. Examples of driving forces are customer complaints, long waits of service, increased efficiency, new technology, among others. Some restraining forces include fear of change, lack of knowledge or skills, lack of training and motivation. This is diagrammatically represented below: BEFORE CHANGE ...
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