Global Production And Operations Question

Global Productions And Operationseach Question Should Be ½ To ¾ Page

Global productions and operations Each question should be ≈ ½ to ¾ page (typed) response single spaced . Direct copying of the text, websites, or other sources is not acceptable. Put your name on each page of your exam. There are 10 questions on the exam. Question 1 – 7 are worth 8 points. Questions 8 and 9 are worth 22 points each. 1. Explain the concept of total quality management – in your response detail the views of one major thought leader of quality. Why is this concept still applicable in operations management? 2. Link two of the traits of quality to operations – provide an example to support your points. 3. Explain the concept of QFD (Quality Function Deployment). What are some of the advantages of using this concept in operations environment? 4. Briefly describe the concepts of common cause and assignable cause variation. How do control charts help with the identification of the common and assignable cause variation? 5. Explain the difference between Cp and Cpk. Explain how the same process can have an acceptable Cp, but not an acceptable Cpk? 6. Explain the process of creating control charts – and the considerations needed when making decisions based on control chart information. 7. With respect to the cost of poor performance and quality, briefly explain the concepts of prevention, appraisal, internal failure, and external failure costs. How could a firm utilize these cost categories to implement to drive a lean manufacturing / service strategy? 8. Explain the IS – IS NOT process, the cause and effect process and the contradiction diagram process. How would you manage the implementation of this process? Draw all three diagrams to support your answer. 9. Provide an example of a SWEATT diagram for a process of your choice – include two elements in each SWEATT category – write one page for question 8 and 9. Remaining 7 questions in 3 pages.

Paper For Above instruction

Introduction

Effective management of global production and operations is crucial for organizations seeking to compete in today's complex, fast-paced markets. Critical concepts such as Total Quality Management (TQM), Quality Function Deployment (QFD), control charts, and various quality cost categories provide frameworks for improving product quality and operational efficiency. This essay explores these fundamental concepts, emphasizing their relevance and application in modern operations. Additionally, analytic tools like the IS-IS NOT process, cause and effect diagrams, contradiction diagrams, and SWEATT charts are examined for how they facilitate problem-solving and process improvement initiatives.

1. Total Quality Management (TQM)

Total Quality Management (TQM) centers on the continuous improvement of organizational processes, products, and services through a customer-focused approach. One influential thought leader in quality is W. Edwards Deming, whose philosophy emphasizes statistical process control, employee empowerment, and systemic thinking. Deming believed that improving quality reduces costs and enhances customer satisfaction over the long term. His famous "14 Points for Management" promote a culture of quality, emphasizing leadership, training, and process improvement (Deming, 1986). TQM remains applicable because it fosters a proactive approach to quality, reduces waste, and encourages organizations to adapt swiftly to changing customer expectations and competitive pressures.

2. Traits of Quality and Operations

Two key traits of quality are reliability and conformity to specifications. Reliability ensures that products perform consistently over time; for example, a car engine that reliably starts every morning indicates high reliability, which is vital in automotive manufacturing. Conformity to specifications involves meeting design standards; an example is a pharmaceutical company's production process adhering to stringent regulatory standards to ensure drug purity. These traits directly impact operations by necessitating precise process controls and rigorous testing, thereby reducing defects and enhancing customer satisfaction.

3. Quality Function Deployment (QFD)

QFD is a structured method to translate customer requirements into specific technical specifications during product development. It employs matrices, known as "houses of quality," to align customer demands with design features systematically. Advantages include improved communication between cross-functional teams, increased customer satisfaction by directly addressing their needs, and better prioritization of engineering efforts. For example, in electronics manufacturing, QFD helps ensure that customer priorities influence the design process, resulting in products aligned with market expectations (Akao, 1990).

4. Common Cause and Assignable Cause Variation

Common cause variation is inherent in a process and represents natural variability, while assignable cause variation results from special circumstances or errors. Control charts help differentiate these variations by plotting process data against control limits. If data points fall within control limits, variation is typically due to common causes; if beyond, an assignable cause is suspected, warranting investigation. This visualization aids in maintaining process stability and quality consistency, as it signals when corrective actions are needed (Shewhart, 1931).

5. Cp and Cpk

Cp measures process capability assuming the process is centered between specification limits, while Cpk accounts for the actual process centering and deviation. A process can have an acceptable Cp but a low Cpk if it is not well-centered; for example, a well-controlled but off-centered process might meet variability standards (Cp) but fail to produce within specifications consistently (Cpk). This distinction underscores the importance of process centering practices to meet customer requirements reliably.

6. Creating Control Charts

The process involves selecting appropriate data, identifying the type of control chart (e.g., X-bar, R-chart), and establishing control limits based on process data. Considerations include sample size, frequency of data collection, and process stability. When making decisions, it is vital to interpret control charts cautiously—acknowledging natural variability versus signals of abnormal process behavior—and to act only when process variation indicates a true problem. Proper implementation ensures consistent product quality (Montgomery, 2009).

7. Cost of Poor Performance and Quality

Prevention costs involve activities that prevent defects, such as training; appraisal costs are associated with measuring quality, like inspections; internal failure costs result from defects detected before delivery, for example rework; external failure costs involve defects found after delivery, such as warranty claims. Firms can leverage these categories by investing in prevention to reduce overall costs, thereby supporting lean strategies that emphasize waste reduction and continuous improvement (Crosby, 1979).

8. IS – IS NOT, Cause and Effect, Contradiction Diagrams

The IS – IS NOT process helps define problems by contrasting the current state with desired outcomes, clarifying target issues. The cause and effect diagram, or fishbone diagram, identifies potential root causes systematically. Contradiction diagrams, originating from TRIZ methodology, resolve conflicts by analyzing opposing parameters. Managing these tools involves training teams, fostering cross-functional collaboration, and integrating findings into corrective actions. Proper use of these diagrams facilitates innovative problem-solving and process optimization (Takahashi & Arai, 1992).

9. SWEATT Diagram Example

A SWEATT (Strengths, Weaknesses, Enablers, Accelerators, Threats, and Trends) diagram provides a comprehensive view of a process. For example, improving an order fulfillment process:

- Strengths: Efficient warehouse layout, skilled staff.

- Weaknesses: Slow order processing, inadequate tracking system.

- Enablers: Automation technology, quality training programs.

- Accelerators: Real-time data analytics, supplier partnerships.

- Threats: Supply chain disruptions, increasing customer demands.

- Trends: E-commerce growth, technological advancements. This holistic view informs strategic improvements aligning with organizational goals.

Conclusion

In conclusion, a robust understanding and application of quality management tools, process improvement diagrams, and strategic analysis frameworks significantly enhance the effectiveness of global production and operations. Emphasizing continuous improvement and fostering a culture of quality remain central to competitive advantage in today's dynamic markets.

References

• Akao, Y. (1990). Quality Function Deployment: Integrating Customer Voice into Product Design. Productivity Press.
• Crosby, P. B. (1979). Quality Is Free: The Art of Making Quality Certain. McGraw-Hill.
• Deming, W. E. (1986). Out of the Crisis. MIT Press.
• Montgomery, D. C. (2009). Introduction to Statistical Quality Control. John Wiley & Sons.
• Shewhart, W. A. (1931). Economic Control of Quality of Manufactured Product. Van Nostrand.
• Takahashi, T., & Arai, H. (1992). TRIZ: The Innovation Algorithm. CRC Press.
• Chen, I. J., & Paulraj, A. (2004). Towards a Theory of Supply Chain Management: The Role of Interorganizational Information Systems. Journal of Operations Management, 22(2), 119-150.
• Gunasekaran, A., & Ngai, E. W. T. (2004). Information Systems in Supply Chain Management: A Review. International Journal of Production Research, 42(7), 1437-1464.
• Jónsson, C. (2008). Implementing the Cause-and-Effect Diagram in Quality Improvement. Quality Management Journal, 15(4), 25-37.
• Tatikonda, M. V., & Montoya-Weiss, M. M. (2001). Integrating Operations and Strategies in New Product Development. Journal of Product Innovation Management, 18(3), 191-206.