Management Strategy In Revising And Overseeing Operations

Management Strategyin Revising And Looking Over The Operation Improvem

Revise and review the Operation Improvement Plan (OIP) to address deficiencies related to Unintended Acceleration (UA) issues. Begin by analyzing the problem areas identified through cause-and-effect diagrams, then develop a strategic system to correct and prevent recurring issues. Expand on the initial flowchart by implementing a comprehensive approach that includes planning, doing, checking, and acting stages.

First, assign an Operation Manager to oversee all aspects of the production line. Conduct a thorough walk-through to identify all process steps, tools used, and inspection points to ensure compliance with regulations and guidelines. The manager's role includes coordinating improvements, managing suppliers, ensuring proper tooling, organizing workflow, and designing efficient layouts (Russell & Taylor, 2017).

During the 'Do' phase, the Operation Manager will implement structural changes to address issues. If supplier problems are identified, discussions should be initiated to find alternative partners or solutions. Proper tool checks must be enforced to prevent equipment damage, and organizational efforts should focus on process selection, layout adjustments, job design, and quality control (Russell & Taylor, 2017).

In the 'Check' stage, the quality and satisfaction of the product must be verified from the customer’s perspective. Evaluate tools, suppliers, and workforce performance. This comprehensive review ensures corrective actions are effective and aligned with quality standards. Engage all stakeholders—including employees, suppliers, and customers—in the evaluation process to foster buy-in and accountability. Failure to implement corrective actions thoroughly can result in financial loss and damage to the company's reputation.

The 'Act' phase involves confirming that the corrective measures have resolved the issues. Once verified, the process cycle begins anew, focusing on continuous improvement. Regularly update layouts, monitor performance metrics, and control quality and inventory levels to sustain improvements (Deming, 1987).

Quantitative measurements should be employed to track specific indicators such as brake system failures or other alleged defect reports. Collect data from operational reports, inspections, and customer feedback to support identifying root causes. In addition, qualitative evaluation through personal experiences, team feedback, and expert opinions aids in forecasting and decision-making, allowing a flexible approach tailored to past lessons learned (Russell & Taylor, 2017).

An effective measurement strategy involves assessing all process aspects, regularly developing and refining tools, procedures, and training programs. Continuous risk management assessments should be integrated into this strategy to anticipate issues related to resource limitations, technological changes, or assumptions. Daily reports on corrective actions provide real-time insights into the process effectiveness, enabling prompt adjustments (Russell & Taylor, 2017).

Promoting open communication between managers and frontline workers enhances process transparency, uncovers inefficiencies, and fosters innovation. Workers' first-hand knowledge of machinery and operational challenges is invaluable for identifying improvements that lead to higher quality and efficiency. Long-term commitment, as emphasized by Deming (1997), is essential for sustained transformation, requiring patience, dedication, and strategic vision to rebuild consumer trust and improve organizational performance.

Paper For Above instruction

Implementing a comprehensive management strategy for revising and overseeing the operation improvement process is crucial in addressing complex issues such as unintended acceleration in automotive manufacturing. This strategy must be systematic, involving detailed analysis, strategic planning, execution, measurement, and continuous improvement. The Plan-Do-Check-Act (PDCA) cycle provides a valuable framework for this continuous process of refinement and accountability.

Initially, it is vital to understand the root causes of the unintended acceleration problem, which can be achieved through tools like cause-and-effect diagrams and flowcharts. These tools enable the identification of surface-level issues and underlying systemic problems in the production line. For example, deficiencies in supplier components or assembly procedures might contribute to the problem. Once causes are identified, developing a detailed plan to address these issues becomes the priority.

The 'Plan' phase involves assigning an Operation Manager to oversee the entire production process. This manager conducts a thorough walk-through, meticulously documenting each step, checking for missed procedures, and verifying tool usage and inspection points. Proper planning ensures that no critical aspect of the production process is overlooked. Developing a detailed flowchart that expands on existing models will facilitate a clear understanding of procedures and highlight areas needing improvement (Russell & Taylor, 2017).

The 'Do' phase involves executing the corrective actions identified during planning. The Operation Manager implements structural changes to rectify identified deficiencies, such as replacing faulty suppliers, revising assembly procedures, or introducing new technology. Ensuring the correct tools are used is critical to prevent damage and maintain quality standards. This phase also includes organizing workflows, optimizing layout configurations, designing jobs for efficiency, and managing inventory effectively. These actions contribute to minimizing errors and streamlining production.

The 'Check' phase involves verifying the effectiveness of the corrective measures. It is essential to assess whether the changes have led to a reduction in unintended acceleration incidents and improved overall product quality. Customer feedback, inspection reports, and performance data serve as indicators of success. Engaging stakeholders—including workers, suppliers, and customers—in this evaluation promotes transparency and accountability. If issues persist, further adjustments must be made accordingly.

The 'Act' phase solidifies improvements and ensures sustainability. Once the corrective actions are validated, the process cycle resets, aiming for ongoing enhancement. Revisiting processes regularly allows for early detection of emerging issues and continuous refinement of workflows. Monitoring key performance indicators (KPIs), maintaining quality control, and keeping detailed records through daily reports underpin the ongoing commitment to excellence (Deming, 1987).

Measuring performance effectively requires a blend of quantitative and qualitative assessments. Quantitative tools like statistical process control charts and defect rates provide objective data on process stability. For instance, tracking brake system failure reports can highlight specific failure modes. Collecting and analyzing this data helps identify patterns and root causes (Russell & Taylor, 2017). Conversely, qualitative assessments involve gathering feedback from employees and customers, leveraging their insights and experiences to forecast potential issues and improve decision-making. Past experiences and expert judgment are invaluable in dynamic, complex systems where quantitative data alone might not tell the full story.

Developing an integrated measurement strategy involves ongoing evaluation of all operational aspects, including tools, workflows, personnel skills, and supplier performance. Continual training and development are necessary to maintain high standards, especially as technological innovations and process improvements are introduced. Additionally, risk management plays a crucial role, where potential risks are identified and mitigated proactively. For example, volatility in supplier quality or technological failures can be anticipated through risk assessments, and contingency plans should be developed accordingly (Russell & Taylor, 2017).

Promoting a culture of open communication and continuous feedback is critical to sustaining improvement efforts. Daily reports, regular team meetings, and suggestion schemes encourage workers to share insights into operational inefficiencies and safety concerns. As Deming (1997) emphasized, achieving lasting transformation requires a long-term commitment from management, involving patience and persistent effort. Resistance to change can be mitigated through leadership that fosters trust, provides adequate training, and recognizes achievements.

Overall, implementing a strategic, systematic approach based on PDCA cycles, comprehensive measurement, stakeholder engagement, and cultural transformation is essential for overcoming complex operational issues such as unintended acceleration. This integrated methodology not only resolves existing problems but also fosters a proactive environment capable of continuous improvement and sustained organizational excellence.

References

• Deming, W. E. (1987). Transformation of today's management. Leadership Excellence, 4(12), 8.
• Russell, R. S., & Taylor, B. (2017). Operations and Supply Chain Management (8th ed.). Wiley.
• Deming, W. E. (1997). The new economics for industry, government, education. MIT Press.
• Juran, J. M., & Godfrey, A. B. (1999). Juran's Quality Handbook. McGraw-Hill.
• Feigenbaum, A. V. (1991). Total Quality Control. McGraw-Hill.
• Oakland, J. S. (2014). Total Quality Management and Operational Excellence. Routledge.
• Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. Currency Doubleday.
• Ishikawa, K. (1985). What is Total Quality Control? The Japanese Way. Prentice Hall.
• Shingo, S. (1989). A Study of the Toyota Production System. Productivity Press.
• Crosby, P. B. (1979). Quality is Free: The Art of Making Quality Certain. McGraw-Hill.