CARD

Summary

In reference to my diagram analysis of Bayonne Packaging Inc., I feel the root causes of the poor quality and late deliveries consist of lack of communication between departments and taking short-cuts to get product out.

My system diagram shows the poor quality is due to excessive glue or not enough from the improper maintenance of the glue nozzles, not holding operators accountable for the preventative maintenance in their areas and finally because orders are coming to finishing already behind schedule. The late deliveries are due to improper machine set-up times being programed into the scheduling system, orders being held to gang them together so the same die-cutters can be run at the same time and incorrect or missing shot floor data in the scheduling system.

Recommendation

For Bayonne Packaging, Inc. to get back to their quality product and on-time deliveries, I would suggest having a production meeting each morning to include all departments. In this meeting down-time, maintenance and delivery issues can be discussed. An improved quality control inspection should be implemented on products before they move onto the next production department. During this quality control process, everyone should be held accountable for their role in the production process, from sales promising customers unrealistic delivery dates to production scheduling jobs and holding jobs to gang to the finishing department to not cut corners just to get a partial order out the door.

( Shop floor reporting wrong or missing ) ( Getting orders from Composition close to due date or already late ) ( Cost estimator “expects Quinn to Gang orders” ) ( Poor scheduling of jobs ) ( Different Bobst die-cutters scheduled ) ( Insufficient Set-up Times ) ( Orders held for Ganging ) ( No accountability of operators cleaning after shift ) ( Improper maintenance of glue nozzles ) ( Rushing Orders through ) ( Glue – not enough or excessive ) ( Some or All pieces missing ) ( Poor Quality ) ( Late Deliveries )

( Bayonne Packaging, Inc. Not Meeting Customers’ Needs ) ( Delivering Quality/On-Time Product ) ( B1 )

( R1 )Not Meeting Customer Needs

( B2 )

Randell Orner WALDEN INSTRUCTOR MANAGER 

RE: Week 4 Assignment

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Michelle

I work in the medical field and maintenance is key.  If you are spending $80K per year fixing a $200K machine wouldn't you think it is a bad idea?  We had one manager that thought it was a "great deal".   How do you change people’s thinking? Randell

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2 days ago

Michelle Miller 

RE: Week 4 Assignment

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Hello Dr. Orner,

I believe in putting facts on paper and presenting it to a group of people.  Rationalizing why other equipment cannot be purchased because the amount of repairs that are being spent on an older piece of equipment.  New machines not only are more reliable, they are quicker and improved software can produce superior images which enable facilities to perform more specialized procedures.  When a facility can perform specialized procedures they can increase their revenue.

Thank you,

Michelle

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3 days ago

Claretha Taylor 

RE: Week 4 Assignment

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Hi Michelle,

The content of your post grasped the main issues Bayonne Packaging was experiencing in a very logical order.  Your post flows in an orderly fashion and is organized in a quite easy to read format.  And your cause and effect and causal diagrams are very well put together.  I would suggest adding in citations and references where appropriate.  And I agree with the recommendations you have provided to fix the issues of poor quality and late deliveries that is affecting the revenue of Bayonne Packaging.  Bever and Verry stated, “Knowing how to avoid growth stalls begins with understanding their causes (2008, p. 4).”  One big “ah ha” moment I gained from reading this case study is the fact that Sean Quinn was intentionally holding orders for 1-2 weeks at a time waiting for additional orders to come in for ganging.  This one issue has a significant impact on on-time deliveries or the lack thereof.

Claretha D. Taylor

References

Olson, M. S., van Bever, D., & Verry, S. (2008). When growth stalls. Harvard Business Review, 86(3), 50–61.

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Improved quality control in Fold and Glue Dept.

Maintain proper maintence of glue nozzle

Improved Sales and Production Communication

Improve Quality

Composition dept getting orders to finishing in appropriate time

Do not hold orders for ganging

Input proper shop floor data

Use correct set up times

Schedule same Bobst die-cutters

Eliminate Late Deliveries