Process Improvement Presentation
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riordan_manufacturing.pptxRiordan Manufacturing
Process Improvement Presentation
Tiffany Poppe, Tyeisha Humphrey, Tierney Kennedy, Yadira Desvergunat
OPS/571
Professor Gregory Waters
ISO Standards
Riordan Manufacturing uses the ISO 9000 standards due to its global manufacturing and goal of high quality standards.
ISO 9000 is set in place to ensure Riordan manages efficient quality systems and strives to maintain customer satisfaction.
Riordan Manufacturing uses ISO 9000 standards since it has manufacturing operations in the United States and Hangzhou, China. Riordan Manufacturing strives to be a solution provider for customers instead of creating additional challenges and this is achieved through ISO 9000 standards. “The ISO standards provide accepted global guidelines for quality,” (Chase & Jacobs p. 327). Riordan Manufacturing chooses to be a certified ISO 9000 company to meet all global requirements. Certification is not required, but it will allow Riordan to be more competitive.
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ISO 9000
Customer Focus
Leadership
Involvement of People
Process Approach
System Approach to Management
Continual Improvement
Factual Approach to Decision Making
Mutually Beneficial Supplier Relationships
ISO 9000 standards focus on: customer focus, leadership, involvement of people, process approach, system approach to management, continual improvement, factual approach to decision making and mutually beneficial supplier relationships. Each of these components allow for success in an organization if maintained and given the proper support. Employees and managers must work together to build this culture and working environment. Riordan uses these standards to create alignment in the workforce, create customer confidence in the product as well as the performance of the organization, and continuous operational improvement. ISO standards allow for Riordan Manufacturing to provide efficiency and interchangeability at an economical cost. Riordan has the goals to continue long-term viability and profitability for financial growth.
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Riordan electric fans process using the Six Sigma cycle
Study production data and process workflow
Research Competitors
Change Chinese operations in manufacturing process
Minimize production cycle delays and queue times
Documentation and communication
Just-in-time method
NEW PROCESS DESIGN
Riordan’s customer fulfillment mission is to “strive to be a solution provider for our customers and not be a part of our customer’s challenges” (University of Phoenix, 2013, p. 1). Riordan will use the Six Sigma (DMAIC) cycle to design a new process for manufacturing success. The Six Sigma Process can drive customer needs and determine what is relevant to the customer and what process needs improvement.
The first part of the new Riordan process will be to process workflow and production data because this will help increase profitability, improve delivery time, minimize delays, and improve customer relations.
Second, Riordan should research competitors because this will help analyze consumer demands and find consumer focus.
Third, Riordan will need to change Chinese operations. By managing operations more effectively, Riordan can use resources to mine and track relevant data specific to order flow and processes. A few things that will need to be monitor in this new process change include receipt of products or components by truck, using colored pellets to mold fan blades, trimming blades of excess plastic , assembling the blades, motors, and housing, shrink-wrapping, packaging, conveying to loading docks, and shipping to the customer.
Fourth, Riordan will need t minimize production cycle delays and queue times by improving speed and quality
Fifth, correct communication and documentation process by producing a well-documented template with a checklist for employees and management showing what work is done, who does the work, and the process of how work moves between teams, departments, and individuals.
Last, the six sigma process can be used by adding the just-in-time (JIT) method as a manufacturing technique to help manage inventory levels and reducing wasteful steps or redundancy. JIT can help streamline processes and manufacture only what is needed.
Many ideas can be implemented for improvement in communication, training, and reduce operating expenses. Riordan can create a higher profitability level, achieve corporate goals, strengthen the Riordan brand, and have a higher competitive advantage.
A few process improvements can be put in place by using the Six Sigma cycle:
Combined trimming and molding into one area
Combined conveying and packaging into one area
Relocate work stations closer together to reduce product transit time
Repair and maintain equipment faster
Develop closer supplier relationships
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Bottlenecks
TQM Tools
Root Cause Analysis
Who: Managers and focus groups will use root cause analysis
When: Root cause analysis can be used when there is a process concern or to improve existing processes
Process Improvement:
This will be used quarterly or as needed
RCA: define the problem, gather data, ask why, identify causes, identify all root causes, identify countermeasures, create a plan for implementation and follow up
Root Cause Analysis is a great tool for detailed problem-solving analysis. The steps include: defining the problem, gather data, ask why, identify causes, identify all root causes, identify countermeasures, create a plan for implementation and follow up. This is a very thorough process that can take days if not weeks for large concerns. The employees involved should include diversity with front line contributors, supervisors, and managers. This process is very beneficial if time and resources allow. This should be used quarterly or as needed by Riordan Manufacturing.
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TQM Tools
Fishbone diagram
Who: All departments, focus groups, management
When: Identify risks, causes of setbacks
Process Improvement:
Cause-and-effect diagrams used to identify potential causes of a problem, risk, or setback
These will be used as needed by Riordan management, focus groups, or department meetings
Fishbone diagrams categorize potential causes of the problem and the staff can figure out the true source of the issue through discussion and process elimination.
Fishbone diagrams that are also known as cause-and-effect diagrams identify potential causes of a problem. Fishbone diagrams can be used singularly or in large groups, and seem to be more beneficial with multiple input from a group of employees. Possible causes of a problem are grouped into categories for further investigation and discussion. Common groupings for the categories include: people, technology, process, or outside factors. Fishbone diagrams can be used in conjunction with other TQM tools, such as Root Cause Analysis.
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TQM Tools
Flowcharts
Who: All departments, focus groups, management
When: Process improvement, training, data summary
Process Improvement:
A flowchart is a visual aid that sequences a process, training, data, or customizable content
Flowcharts will be used as needed by the employees responsible for process improvement, training, and data analysis
Managers can use flowcharts to identify when a department is overtaxed or not following needed procedures
Flowcharts can show where data originated and where it is being stored or altered
Training can use flowcharts to ensure consistent and calibrated training in each job role
Flowcharts can be used in various situations to provide visual aids of how procedures and steps are followed by employees or the product manufacturing. Flowcharts can be utilized in many departments and organize information.
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Project Plan
Implementation Plan
The implementation plan involves changing financial, customer service, research & development, marketing, sales, and other business teams. The plan involves various objectives for different teams to satisfy business relationships, customers, and employees. Research will be done, targets will be reviewed, and initiations will be achieved to make sure the plan is implemented correctly with reaching goals and demand.
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GANTT CHART
The Gantt Chart is based off the project and implementation plan and is designed around the manufacturing of electric fans needed for customer demand for the Riordan company. Each month of the next year will have a goal and hiring consultants and choosing leaders will be two of the most important part of achieving the new plan and goals to reach demand and improve the manufacturing process. Training and education will also be a large part of the new process and plan for process improvement.
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CONCLUSION
Looking Ahead…
Redesign the process of raw data
Reduce costs
Ensure quality of products
Deliver product on-time
Provide customer demand
Stay competitive
Build strategies, provide solutions
Every department in the supply chain is important and developing competitive strategies for customer demand and sales will ensure quality products and timely delivery. Success is determined by an individual’s ability to utilize the process thinking method and transforms or changes activate inputs into new outputs. Riordan’s success will come from strategies and solutions.
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REFERENCES
University of Phoenix. (2013). Riordan Manufacturing. Retrieved from University of Phoenix, OPS 571 website.
