Discussion Board Graduate Discussion Board Participation Rub

Discussion Board Graddiscussion Board Db Participation Rubricdiscuss

Discussion Board Graddiscussion Board Db Participation Rubricdiscuss

Discussion Board GRAD Discussion Board (DB) Participation Rubric Discussion boards (DBs) are what make an online course a course and not an independent study. DBs are vital to demonstrating that the learner has met the expected course level outcomes. Collaboration between peers and your instructor in the DB is an important aspect of the online learning experience and is expected in the course. Any exceptions to the following DB rubric will be at the instructor’s discretion. The purpose of a DB is to stimulate critical thinking in a scholarly manner.

Critical thinking consists of synthesis, creating solutions, application to real world situations, and testing, debating, and defending evidence-based solutions. Critical thinking is not repetition of assigned reading material. Outside research of the literature is a vital part of the DB. Posts need to be substantive. This means that responses such as "I agree" or "great post" do not meet grading rubric requirements.

Initial posts for each discussion question (DQ) is due no later than Saturday of the unit week. The initial post must be an answer to the DQ topic, not a comment on other posts. Initial posts for each DB must also include a minimum of three peer-reviewed citations. Citations must include outside sources and no more than one citation from assigned course readings may be used each week. While the discussion board tool limits the ability to use APA formatting (e.g., hanging indents), posts must include the required elements of an APA in-text citation and list of references.

Inappropriate Below Average Average Above Average Score Weight Final Score Initial post timeliness Provides an initial post on or after Sunday. N/A N/A Provides an initial post by Saturday. 15% 0.00 Additional comment requirement Does not post responses to others. Posts one comment per Discussion topic. Posts 2 comments per Discussion topic on separate days.

At least one comment includes a citation. Posts 2 comments per Discussion topic on separate days (resulting in total participation on three different days throughout the discussion). At least two comments include a citation. 10% 0.00 Engagement N/A Participates, but does not post anything that encourages others to respond to the posting. Attempts to motivate the group discussion. Frequently attempts to motivate the group discussion. 5% 0.00 Content Quality Initial Response Submission does not relate to the topic. Answers some question/topics with some clearly stated opinions. Supports post using text only. Answers all questions with opinions and ideas that are stated clearly. Supports post using text and at least two peer-reviewed sources. Answers all questions with opinions/ideas creatively and clearly. Supports post using several outside, peer-reviewed sources. 35% 0.00 APA Format Major errors or no APA format used. Minor errors with APA format. Rare errors with APA format. No errors with APA format. 10% 0.00 Spelling/ Grammar/ Formatting/ Mechanics Significant errors in spelling and/or grammar. Major flaws in writing mechanics and formatting. Poor spelling and grammar are apparent. Uses Standard American English with rare errors and misspellings. Consistently uses Standard American English with no misspellings. Appropriate mechanics and formatting. 10% 0.00 Length Submission does not meet length requirements. N/A N/A The initial post is at least 200 words. This does not include repeating the DB question or the citations and references. 15% 0.% 0.00 Final Score 0 Percentage ERROR:#DIV/0! Total available points = 4 Instructions: First enter total points possible in cell C15, under the rubric. Next enter scores (between 0 and 4) into yellow cells only in column F. Rubric Score Grade points Percentage Low High Low High Low High 3.5 4.% 100% 2.5 3.% 89.99% 1.7 2.% 79.99% 0.0 1..99% Purpose In this project, you will gain an understanding of the control function in a business setting. You will compare actual performance with standards, and measure the progress toward the organizational goals, addressing any deviations through corrective action. Outcome Met by Completing This Assignment · develop measures and assess outcomes against plans and standards to improve organizational effectiveness How to Set Up the Paper Create a Word or Rich Text Format (RTF) document that is double-spaced using 12-point font. The final product will be 3-4 pages in length excluding the title page and reference page. Write clearly and concisely. Create a title page with a title, course number and section, your name and the instructor's name. Scenario The following chart displays the results of the first year’s production of a new electric-car produced by Sleek Motors. The table was created from data supplied by the company’s entire production department managed by Isaac Newton, as a means of controlling production output. You recently joined the production department as a quality assurance associate after grading with a degree in business. Your manager, Tomas has asked you to do an analysis on the first year's production results. Tomas indicated that this information will be used by the Vice President in his evaluation of areas of improvement, change, or processes used by the production department in the production of the mini-car. The company aims for the highest possible quality products for consumers. The chart below describes the standards set by the department and the results for each branch of Sleek Motors. A comparison of the standard to the results allows the reader to form conclusions about the success or failure of the production department to meet the goals envisioned by the company. It also allows the reader to recognize patterns from the data from which conclusions can be drawn as to the relationship between elements (e.g. cost expended vs time expended; those who spent more time had a higher cost). Metrics Standard Fort Wayne Georgetown Koenigsegg Kansas City Lingotto Total Cost to Manufacture (per unit) 13,,,,,,250 Manufacturing Cycle Time (time to complete single vehicle - in hours) Yield (percentage of cars produced to specifications first time without rework) 98% 99% 97% 96.50% 97.50% 95.15% Defective Rate/Recall Rate 2% 1% 3% 3.50% 2.50% 4.85% Scrap Rate 2% 3% 4% 2.50% 2% 1.90% Average Production Downtime 0.50% 1% 1.50% 0.75% 0.50% 0.75% Training Time (hours per month) Shipping Problems/Damage (per 10,000 units) Safety Incident per Employee 1.50% 2.25% 0.75% 3% 2% 1.90% Number of units manufactured per year 45,,,,,,500 Utilization Rate (Capacity rate facility is utilizing during available production time) 81.82% 78.18% 49.09% 77.27% 87.27% 82.73%

Paper For Above instruction

The purpose of this paper is to analyze the control functions within Sleek Motors' production of its new electric vehicle, evaluate the company's current standards against actual performance data across various branches, and recommend strategies for improvement through Total Quality Management (TQM). By understanding these aspects, the paper aims to provide insights into how Sleek Motors can effectively monitor and enhance its operational processes to achieve organizational goals efficiently.

Introduction

Effective control mechanisms are vital in a business setting to ensure that organizational activities align with strategic goals. In manufacturing, control involves monitoring performance, comparing it with standards, identifying deviations, and implementing corrective actions. This process ensures quality, efficiency, and continuous improvement. The recent production of an electric vehicle by Sleek Motors serves as an ideal case for examining how control functions operate within a manufacturing context. This paper discusses the concept of control in business, evaluates Sleek Motors' current production data relative to standard specifications, analyzes deviations across different branches, and explores the role of Total Quality Management (TQM) in addressing identified issues. The insights gained aim to support the vice-presidential decision-making process concerning operational enhancements.

Understanding Control in Business

Control, in a business context, refers to the systematic process of setting performance standards, measuring actual performance, and taking corrective action when necessary to ensure goals are met. It functions as a feedback loop that helps managers maintain organizational efficiency and effectiveness. The control process encompasses establishing benchmarks, continuously monitoring operations, analyzing variance, and implementing adjustments. In manufacturing, control is crucial for maintaining quality standards, optimizing resource use, reducing waste, and ensuring customer satisfaction (Chong & Bai, 2020). Effective control enables organizations to respond swiftly to deviations from standards, thereby minimizing potential financial and reputational damages.

Evaluation of Sleek Motors' Production Results

The company’s standards aim for high-quality outputs, with specific benchmarks such as a 98% yield rate and a 2% defect or recall rate. When comparing actual data across branches, several patterns emerge. The Fort Wayne branch exhibits an 99% yield rate, exceeding the standard, indicating efficient production and quality control. Conversely, the Kansas City branch has a 96.5% yield rate, slightly below the standard, suggesting room for improvement. The Georgetwon and Lingotto branches report yield rates of 97% and 97.5%, respectively, marginally below or just meeting standards.

Considering defective and scrap rates, most branches perform close to or within acceptable ranges, though Kansas City’s defective rate of 3.5% exceeds the standard of 2%, raising concern about quality control processes. Similarly, the scrap rate is notably high at 4%, surpassing the standard 2%, indicating inefficiencies or potential rework issues. Downtime analysis shows minimal differences, but the Georgetown branch experiences slightly higher downtime at 1%, suggesting possible technical or operational delays.

From the performance data, trends reveal that branches with higher utilization rates, such as Lingotto (87.27%), tend to have better defect and scrap rates, implying effective capacity utilization supports quality. However, the Kansas City plant, with a utilization rate of 77.27%, exhibits higher defect and scrap rates, pointing to possible capacity or process issues. This comparison underscores the importance of managing resource utilization to maintain quality standards.

Analysis of Deviations

The deviations among branches highlight variances in process efficiency and control effectiveness. For example, the Koenigsegg branch, with a yield rate of 97%, exceeds standards but has a higher defective rate of 3.50%. The slightly lower utilization rate (77.27%) may contribute to inefficiencies. Conversely, the Georgetown branch’s lower utilization correlates with higher downtime and substandard yields. The consistency of scrap and defect rates at branches like Fort Wayne and Lingotto suggests that well-managed capacity and process controls can sustain quality.

Deviations also reveal that some branches are better aligned with standards due to factors such as training time, maintenance practices, and operational discipline. The geographic variability emphasizes the need for tailored control strategies. For instance, increasing training hours or upgrading equipment at Kansas City could mitigate higher defect and scrap rates, aligning performance with standards.

Overall, the data suggests that more rigorous control measures, such as real-time monitoring, stricter quality checks, and targeted training, are essential for branches lagging behind standards. While some deviations warrant process improvements, others may indicate that standards should be reevaluated based on realistic operational conditions.

Role of Total Quality Management (TQM)

Implementing Total Quality Management is vital for resolving the observed issues and fostering a culture of continuous improvement. TQM emphasizes customer focus, process orientation, and employee involvement (Ooi et al., 2021). By integrating TQM principles, Sleek Motors can systematically identify root causes of defects and scrap, implement preventive measures, and promote quality consciousness among personnel.

One approach is to establish cross-functional teams dedicated to quality improvement projects, analyze process flow, and eliminate waste. Additionally, adopting Six Sigma methodologies within TQM frameworks can help reduce variation and defects, ensuring products meet or exceed standards (Swamidass & Bienstock, 2020). Employee training and empowerment are also central, enabling workers to identify issues proactively and contribute to solutions.

Furthermore, implementing continuous feedback loops and data-driven decision-making enhances the control process. Using Key Performance Indicators (KPIs) aligned with standards allows management to monitor progress and act swiftly when deviations occur. Such a culture of quality aligns with the company's commitment to delivering high-grade products and improves overall operational resilience.

Conclusion

This analysis underscores the importance of control functions in manufacturing, especially in high-stakes industries like automotive production. By systematically monitoring performance against set standards, Sleek Motors can identify gaps and implement corrective actions. The variability among branches points to the need for tailored control strategies, encompassing capacity management, employee training, and process optimization. Adopting Total Quality Management practices offers a comprehensive approach to address quality issues, reduce waste, and foster continuous improvement. Ultimately, effective control mechanisms support the organization’s goal of delivering superior products, enhancing customer satisfaction, and maintaining competitive advantage.

References

• Chong, A. Y. L., & Bai, R. (2020). Business process control and quality management: An integrative review. Journal of Operations Management, 65, 123-135.
• Ooi, S. K. & Tan, B. (2021). Total Quality Management and its implementation in the automotive industry. International Journal of Quality & Reliability Management, 38(2), 321-340.
• Swamidass, P. M., & Bienstock, C. C. (2020). Six Sigma in manufacturing: A review of the literature. Quality Engineering, 32(3), 312-324.
• Deming, W. E. (1986). Out of the Crisis. MIT Center for Advanced Educational Services.
• Juran, J. M., & Gryna, F. M. (1993). Juran's Quality Control Handbook. McGraw-Hill.
• Marcus, A., & Stoldt, J. (2022). Manufacturing quality control strategies: Best practices and innovations. Manufacturing Review, 15(4), 45-56.
• Clark, K. B., & Fujimoto, T. (1991). Product development performance: Strategy, organization, and management in the world auto industry. Harvard Business School Press.
• Oakland, J. S. (2014). Total Quality Management and Operational Excellence: Text with Cases. Routledge.
• Evans, J. R., & Lindsay, W. M. (2019). Managing for Quality and Performance Excellence. Cengage Learning.
• Feigenbaum, A. V. (2003). Total Quality Control. McGraw-Hill.