Operation and Quality ManagementAssignment.docx
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Operation and Quality ManagementAssignment.docx
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OperationandQualityManagementAssignment
Operationandqualitymanagement
ERCBA103
2/13/2010
Lecturer:
Groupmembers:
Content
Introdution……………………………………………………….3
Businessprofile
Qualitymanagement………………………………………4
Processstrategy….…………………………………………..6
Supplychainmanagement……………………………7
Inventorymanagement…………………………………...9
Conclusion……………………………………………………….11
Reference…………………………………………………………..12
Introduction
Tohelpyoutostartatoymanufacturingcompany,westronglybelievethatOperationmanagementandqualitymanagementisaveryimportantfactor,andcouldnotbeneglectedinyourmanagementsystem.Inordertoprovethispoint,wewillsetouttheoverallimpactasthebeginning.
Withtheriseoftheservicesector,theconceptofthefurtherexpansionofproduction,andgraduallytoaccommodatethenon-manufacturingservicesector,includingnotonlythemanufactureoftangibleproducts,butalsoincludeintangibleservices.Theimplementationofeffectiveoperationsmanagementisincreasingly.Facedwithsuchpressure,qualitymanagementbecomeindispensable.
SofirstlyweshouldunderstandthatthegoaloftheQualityManagementprogram(QMP)istoestablishleadershipstructurethroughoutthepathofqualityworkflowthatenablesmerrytoymanufacturingcompanytoprovidehighqualityservices.Wearedesignedtopromotequalityandchild’sentertainmentandsafetyandalsooperationsefficiencythroughprocessstrategy,qualitymanagement,inventorymanagementandsupplychainmanagement
Qualitymanagement
Businessprofile:
Merryisatoymanufacturingcompany.Itdealswiththeproductionandsalesofvarioustoys.Asweallknow,childrenrelatedconsumptionisagoodgolddiggingpoint,thusit’scertainthatmanybusinessesgoforit.Toyindustryisoneofthecompetitivebattlefields.
Therearemainlythreecomponentsofqualitymanagement:
qualitycontrol,qualityassuranceandqualityimprovement.Mostofuswouldtakethesimpleviewthatqualitymanagementisjustconcernedwithproductquality.Infact,that’snotcomplete.Qualitymanagementalsodealswiththecontrolofmanufacturingprocess.Forthecompanywhosedominantbusinessisthemanufacturingandsellingofproducts,likeMerry,qualitymanagementisespeciallyimportant.High-qualityproductisthemostbasicthingyourcompanyshouldfocusontoachieveanoutstandingperformance.
Whenitcomestoqualitymanagement,themostclassiccasecouldbeSixSigmaMethodology.Sigmaisthestandarddeviationusedinstatistics.SixSigmaisamanagementapproachnearperfection,demandingthattheremustbelessthan3.4defectiveproductsorprocessespermillionunits.Anumberofworld-classinternationalcorporations,likeMotorola,Citigroup,Ford,KodakandGeneralElectric,onceemployedSixSigmatokeeptheirleadingpositioninindustry.Thewidelyusedmanagementmethodologycharacterizesinthefollowingaspects:
1)Ithighlightsthecustomerdemandandalwaystreatsitasthemainbreakthroughpoint.
2)Itemphasizesthemeasurementofperformanceandprocesses.Basedonthese,thecompanycomesupwithmorechallenginggoals.
3)Itprovidesspecificperformanceimprovingmethodsforspecificpurposesandfields.
4)Itownsagroupoftrainedprofessionalsinitsimplementationtoguaranteetheeffect.
5)Itdefinesthestandardandmeasurementofsuccessaswellastherewardingmethodstoemployeesparticipatingintheaccomplishment.
6)Itbreaksthebarriersbetweendifferentdepartments.
AllofusknowJackWelchandGeneralElectronic.Inthemidandlateryearsof1990’s,JackWelchbecamealoyalseekerofSixSigmaManagement.ThisledtoGE’sgreatsuccessandthewholeworld’seyes.
Actually,qualitymanagementhasmanyclassictheoriesbesidesSixSigma,likePDCACycle(Plan-Do-Check-Action)andTotalQualityManagement.Theyhavebeenraisedandbeinguseduniversallyintoday’ssociety.Thosesuccessfulstoriescangiveyousomeexperienceonthequalitymanagement.Inthedailyoperationofyourtoycompany,youcanborrowanduseit.
Processstrategy
Businessprofile:
Merryisatoymanufacturingcompany.Itdealswiththeproductionandsalesofvarioustoys.Asweallknow,childrenrelatedconsumptionisagoodgolddiggingpoint,thusit’scertainthatmanybusinessesgoforit.Toyindustryisoneofthecompetitivebattlefields.
Toobtainanadvantageovertherivals,processstrategyandsupplychainmanagementarevital.
Processstrategyistofigureoutthewayofdoingrightthingstoimprovetheproductivityorefficiency.Afterrecognitionofabetterprocess,theexistingprocesscanbeoptimizedtoachieveamuchmoresatisfyingperformance.Let’stakeanautomobilemanufacturingfactoryasanexample.Withrapiddevelopment,itsscaleandlabourhadincreasedalotyetnochangeinmanagementsystem.Soabottleneckoccurred.Undertheguidanceofexperts,thecompanybegantorealizetheproblemsandoptimizeitsprocess,includingstandardizationofprocessinsteadofprocessmessamongdifferentdepartments,processfunctionreinforcementinsteadofuselessform,processsupervisioninsteadofignoranceoftheimplementation.Theadoptionoftheseprocessstrategiesdidgivemuchvigourtothecompany:
theproductionhadbeensoaring;what’smore,theemployeeshadbeenmoredisciplinedandorganized.Thisexampletellshowtheprocessstrategycanhelpusmakeabreakthroughandyieldtwicetheresultwithhalftheeffort.Besidesthosemeasures,processstrategyalsoincludesprocessrestructuring,processcuttingandprocesscontroletc.Inreality,mostmanufacturersneglecttheimportanceofprocessoptimization.Theyputalltheiremphasisontheequipmentortechnology.Ihopeyourtoyfactorywilldrawalessonfromit.Afterallforamanufacturingfactory,productionisthetoppriorityneededtobedealtwithandisacriticalcompetitivepoint.Youwillbenefitalottotakeprocessstrategyintoconsiderationintheproductionoftoys.
Supplychainmanagement
AccordingtoTomMcGuffog,SupplyChainManagement(SCM)is"Maximizingaddedvalueandreducingtotalcostacrosstheentiretradingprocessthroughfocusingonspeedandcertaintyofresponsetothemarket."Supplychainissocomplicatedasystemthatitneedsefficientcoordinationandmanagement.Hugeinvisibleprofitsarehiddenbetweeneverytwochains.ThepurposeofSCMistosqueezeoutthoseprofitscontinuously.Tounderstandthismorevividly,I’dliketoemploythemostclassiccaseWal-Mart.Astheglobalnumberoneretailbusiness,Wal-Mart’sSCMconsistsoffourparts:
Customerdemandmanagement:
Allbusinessesknowthemotto“customerisGod”.Onlysticktoourcommitmentstocustomerscanwemakethemostprofits.Highqualityproductsandhighstandardservicesarethebasicthingsweshoulddo.
Supplierandpartnermanagement:
Wal-MarthasestablishedstrategicrelationshipwithP&G.ItprovidesP&Gwithplentyofroomtodemonstrateitselffreely;itusesP&G’sfametopopularizeitself.Theyarediggingpotentialmutualbenefitsinsteadofgrabbingtheexistingcake.
Inner-companyandbetween-companylogisticsmanagement:
Wal-Martestablisheditsownlogisticsystemtoguaranteemostefficientandinstantdelivery.Marchingwithtechnology,thesystemhasrealizedautomation.
Informationcommunicationbasedoninternetorintranet:
Wal-Martisthefirstretailbusinesstolaunchacommunicationsatellite.Withthehelpofthesatellite,Wal-Martmakesdeliverykeepthesamepacewithsales.
MaybeyoucanlearnfromthesuccessofWal-MartandstresstheimportanceofSCM.ThekeypointofSCMliesincloserelationshipsandcooperationbetweenupstreamanddownstreamcompanies.Foryourtoyfactory,forexample,youcanconsidercarefullythebestlocationoffactoryfortheconvenienceofdeliverytoyourdownstreamcustomers.Also,youcandesignacustomerfeedbacksystemtounderstandthecustomer’srealdemandandcommentatthefirsttime.
WecanseebothprocessstrategyandsupplychainmanagementarescientificapproachestoachievetheeffectofParetoOptimality.
InventoryManagement
Inventorymanagement,theplanningandcontrollingofinventoriesinordertomeettheorganization,isanimportantconcernformanagersinalltypesofbusinesses.Inventoriesareimportanttoalltypesoforganizations,theiremployees,andtheirsupplychains.Inventoriesprofoundlyaffecteverydayoperationsbecausetheymustbecounted,paidfor,usedinoperations,usedtosatisfycustomers,andmanaged.Nonetheless,companiesrealizethattheavailabilityofproductsisakeysellingpointinmanymarketsanddownrightcriticalinmanymore.
Certainly,toomuchinventoryonhandreducesprofitability,andtoolittleinventoryonhandcreatesshortagesinthesupplychainandultimatelydamagescustomerconfidence.Inthisrespect,Merrydoesverywell.Despitethemanychangesthatcompanygoesthrough,thebasicprinciplesofinventorymanagementremainthesame.Someofthenewapproachesandtechniquesarewrappedinnewterminology,buttheunderlyingprinciplesforaccomplishinggoodinventorymanagementhasnotchanged.Itsinventorymanagementdesignedtomeetthedictatesofthemarketplaceandsupportthecompany'sstrategicplan.
ThecompanyofMerryusesJ-I-T(justintime)andJ-I-C(justincase)systems.Thecompanyprovidestheproductswhatdoescustomerwantandwhendoescustomerwant.Merryprovidestheproductsintimeandincase.So,itdecidesthatMerryshouldhaveagoodinventorymanagement.Theinventorymanagementsystemprovidesinformationtoefficientlymanagetheflowofmaterials,effectivelyutilizepeopleandequipment,coordinateinternalactivities,and
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