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Week Written Assignment
1. Write a 2 page memo (use a MS Word template) that relates how at least 2 Quality Improvement tools (such as the cause and effect diagram (Ishakawa), PARETO charts, etc.) to the PDCA or DMAIC methods of Quality Management.
All information is in the course text – external research is not required. Keep the memos succinct, business-like… not long academic APA papers!
2. Philip Crosby’s expressed his philosophy about Quality Management using the phrase, “Quality is Free”. In a 2 or less page memo (use a MS Word template), explain his cost of quality approach and how quality could truly be free.
All information is in the course text – external research is not required. Keep the memos succinct, business-like… and not long academic APA papers!
3. Problem 9, Chapter 7
Ergonomics Inc.
1. How many chairs should the firm order each time?
2. What will the firm’s average inventory be under each alternative?
3. What will be the breakdown of costs for each alternative?
Assume there is no uncertainty at all about the demand or the lead time.
Combine the work into ONE (1) document and submit here.
Running Head: Week 2 Writing Assignment
8
Running Head: Week 2 Writing Assignment
Vu Phung
Davenport University
MGMT 757
Dr. Frank Novakowski
1/21/
18
Best Bicycles Problem
Best’s Bicycles manufactures three different types of bikes: the Tiny Tike, the Adult Aero, and the Mountain Monger. Given the information in the table, calculate the required capacity for this year’s production. Note that the times are given for assembly lines, so capacity calculations should be in terms of the number of lines necessary. Assume that Best Bicycles operates three shifts, each with 2,000 hours per year.
15
18
25
a. Determine the total setup time
b. Determine the total operating time available
c. Determine the number of assembly lines
Process time required:
Tiny bike: 14,000×8 = 1120000 minutes/year
Adult Aero: 16,000×10= 160,000 minutes/year
Mountain Monger: 19,000×12= 228,000 minutes/year
Total process time: 112,000+160,000+228,000
= 5
00,000 minutes/year
Setup Time:
Tiny bike: 14000/8 x50= 87500
Adult Aero: 16000/18 x80= 71111
Mountain Monger: 19000/25 x40= 30,400
Total setup time: 87500+71111+30,400= 189011
Total operating time: 3 shifts/day x 2,000hours/shift/year x 60 minutes/hour = 360,000 minutes/year.
Number of assembly lines: INT (Total process time + total setup time)/ (Total operating time) +1
=INT (500,000 +189011/ 240,000 + 1
=INT (3.87) +1 = 4.87
= 5
Correct answer is 1.8 – rounded up to 2.
Stage Gate Process
The stage gate process is a way of managing project especially in product development and innovation which different stages are used. These stages are referred to as gates. The gates are manned by a manager or a steering committee and the decision for which direction is to be taken is made through assessing forecasts, risk analysis and an evaluation of the availability of necessary resources (Eppinger & Ulrich, 2015). The stage gate process is made up of five main processes that include scoping, build business case, development, testing and validation as well as launching. However, there is a preliminary phase known as the ideation phase and after the fifth phase there is the post launch review. The number of phases are often dependent on the nature of the project of product to be designed. The gates or stages are areas where the project is assessed with regard to three pertinent issues. The first one is the quality of execution where the preceding step is analyzed for its execution. It also evaluates business rationale of pursuing the project further. It also reevaluates the proposed action plan and whether the requested resources still remain reasonable and sound. All the gates have three common features that include inputs which are the elements brought in by the project manager and the team towards the decision point. The criteria which are the metrics for which a project is measured against and the outputs which are the overall results and decisions accompanying the project. Phase 0 deals the deciding of what the company wants to pursue and it may be conducted through a brain storming session with the relevant stakeholders. The next step is scoping in which the product and the market is researched in order to assess their feasibility. Also it may require an assessment of the competition and the available opportunities. In phase 2, the company builds the business case and the plan for developing and launching the product. This phase is quite complex since it requires a lot of input from the project team and managers before the product development. First, there is need for product definition and analysis, then there is building the business case, building the project plan and lastly doing a feasibility review. The third phase is the development phase there the plans from phase 2 are executed and the development of marketing and production plans are initiated. Phase 4 deals with testing and validation of the entire project through near testing, field testing and market testing. Phase 5 deals with the product launch from the previous phases. This includes setting up the marketing strategy, determining volume production, organization of the sales of the product and the setting of a product price and lastly deciding on the distribution of the product. KFC launched its double down burger in 2010. The product was a new offering on the menu offering chicken fillets as a patty. The company had to conduct sufficient market research as well as the marketing strategy which has been thus far successful in all the countries it has been launched. The project idea came from the meaty feel that people look for in burgers and often get a feel of the bun. Also the company increased awareness of the product by first advertising that it was offered on a limited basis but it continues to be offered (Du & & Bstieler, 2016). Comment by Frank Novakowski: Is it always a project? Comment by Frank Novakowski: The end of the stage is a gate where a go/no-go decision is made. Comment by Frank Novakowski: Source for this information needed Comment by Frank Novakowski: Add a comma Comment by Frank Novakowski: Add a comma
Product and Service Process Matrixes
Product Process Matrix
The product process matrix is used in analyzing the relationship between the product life cycle and the technological life cycle. It is used to examine the similarity in the market manufacturing process as well as provide comprehension of the strategic options which are available to a company. The matrix is divided in to two main dimensions that include the product structure or the product life cycle and the process structure or the process life cycle. The production process uses a number of stages that starts with a more flexible but high cost process and eventually the process becomes standardized, mechanized and automated. In the matrix, the company is defined as being in a certain place on the margin which is determined by the product life cycle and the production process selected by the company. On the far left upper quadrant, the firms present are seen as process oriented or focused while on the lower right quadrant, the firms are seen to be product focused. The position of a firm in the matrix is determined by the organization of the production system in terms of grouping resources either around the process or the product. The project choices include project where the product is a onetime large scale product which are customer specific and too large to be moved. Job shop where the company produces a number of unique products individual in nature and require an understanding of customer design and specifications. Next, there is the batch processes which firm provide similar items on a repeat basis. Then there is line production which occurs when the product demand is high enough and the means of production used is through an assembly line (Guisado-González & Guisado-Tato, 2017). Comment by Frank Novakowski: Word choice? Meaning?
Here showing the matrix would have been helpful and support your description so the reader would not have to visualize it through your words.
Service Process Matrix
The service process matrix considers the classification of the service industry firms based on the nature of the individual firm service processes. The firms are classified according to the degrees of labor intensity and the degree of customer interaction and customization. The company which service product that has a considerable amount of time and the effort. In the case of customer interaction leads to a high or low demand of aspects of the service. The company ensures that there is customization which alters the service in order to meet customer needs. In the upper left quadrant, service factory, it accommodates firms with low degrees of labor intensity and low levels of interaction and customization. These firms can take advantage of the economies of scale. The upper right quadrant, service shop, accommodates firms with a low degree of labor intensity but a high degree of interaction and customization. The lower left quadrant deals with mass service which are firms with a high degree of labor intensity and low levels of interaction and customization. They include retail firms and schools. And the lower right quadrant deals with firms which have a high labor intensity and high degree of customization. It includes professional service provided by accountants, doctors and lawyers. Comment by Frank Novakowski:
References
you used to provide this information needed to be cited.
For the most part these two matrixes are similar in their nature and the level of intensity with which the product or services are represented in the matrix. The main difference is in the representation of the product or process life cycle and the nature of service provided to the customer. They are however useful tools in providing a visual on how companies grow throughout their product delivery process (Goetsch & Davis, 2014).
Discussion of comparison and contrasts was too brief and superficial. – 2 points
References
Du, S., Yalcinkaya, G., & Bstieler, L. (2016). Sustainability, social media driven open innovation, and new product development performance. Journal of Product Innovation Management, 33(S1), 55-71.
Eppinger, S., & Ulrich, K. (2015). Product design and development. McGraw-Hill Higher Education.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Guisado-González, M., Wright, L. T., & Guisado-Tato, M. (2017). Product–process matrix and complementarity approach. The Journal of Technology Transfer, 42(3), 441-459.
