Riordan Manufacturing Process Improvement Presentation Tiffa

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Riordan 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. 2 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. 3 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 4 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. 6 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. 7 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. 8 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. 10 GANTT CHART The Gantt Chart is based off the project and implementation plan and is designed around the manufacturing of electric fans needed for the 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. 11 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. 12 REFERENCES University of Phoenix. (2013). Riordan Manufacturing. Retrieved from University of Phoenix, OPS 571 website.

Paper For Above instruction

Riordan Manufacturing is a global leader in the production of electric fans, plastics, and other innovative solutions, operating across multiple countries including the United States and China. To maintain its competitive edge and ensure high-quality production standards, Riordan adopts rigorous process improvement strategies rooted in ISO 9000 standards and Six Sigma methodologies. These frameworks enable the organization to optimize processes, enhance customer satisfaction, and foster continuous improvement, essential for staying relevant in an increasingly competitive market.

ISO 9000 standards are fundamental to Riordan's commitment to quality management. These globally recognized guidelines emphasize key principles such as customer focus, leadership, involvement of people, process approach, system approach to management, continual improvement, factual decision-making, and mutually beneficial supplier relationships (Chase & Jacobs, 2020). By integrating these principles, Riordan aims to build a culture that aligns all employees towards achieving operational excellence and high levels of customer satisfaction. Although ISO 9000 certification is voluntary, it provides a strategic advantage by enhancing credibility and competitiveness in the global marketplace. Moreover, adhering to ISO standards ensures that Riordan's processes are consistent, reliable, and capable of meeting international quality expectations (ISO, 2015).

Implementing process improvements through methodologies like Six Sigma involves a structured approach, notably the DMAIC cycle—Define, Measure, Analyze, Improve, and Control. Riordan applies this cycle to refine its manufacturing processes, particularly in its electric fan production line, where minimizing delays, reducing waste, and enhancing quality are prime objectives. The initial phase involves analyzing production data and workflow, identifying bottlenecks, and pinpointing areas for improvement. For example, by streamlining the steps from raw material receipt, molding, trimming, assembly, to packaging, Riordan can significantly reduce cycle times and costs. Additionally, competitive research helps to identify customer preferences and industry trends, guiding the development of more responsive manufacturing strategies (Antony et al., 2019).

Chinese operations, a crucial aspect of Riordan's manufacturing footprint, are targeted for optimization through process redesigns and management enhancements. Effective supervision and improved communication channels can mitigate issues related to delays, quality inconsistencies, and inventory management. The integration of just-in-time (JIT) inventory techniques supports lean manufacturing principles, ensuring materials are available precisely when needed, thus reducing stockpiles and waste (Ohno, 1988). Incorporating practices such as consolidating trimming and molding stations or relocating workstations closer together minimizes transit and handling times, leading to increased efficiency (Chen et al., 2020).

Further, the application of Total Quality Management (TQM) tools enhances problem-solving and process control. Root Cause Analysis (RCA), a systematic method for identifying underlying causes of defects or delays, involves steps like data collection, asking why repeatedly, and developing corrective actions. Managers and cross-functional teams utilize RCA during quarterly reviews or as-needed basis to ensure persistent issues are addressed effectively (Oakland, 2014). Similarly, Fishbone Diagrams or cause-and-effect diagrams facilitate the identification of potential causes, categorizing issues into groups such as people, technology, and processes, fostering deeper understanding of problems (Ishikawa, 1982).

Flowcharts serve as visual tools for mapping out complex processes, identifying redundancies, bottlenecks, and opportunities for standardization or automation. Training programs leverage flowcharts to ensure consistent operational procedures, which improves quality and reduces errors across departments (Davis, 2019). These visual aids also support process documentation, making it easier to implement improvements and communicate changes effectively (Spathis et al., 2021).

The strategic implementation of these process improvements involves comprehensive planning and coordination across departments. An effective Project Plan and Implementation Plan outline objectives, timelines, responsible personnel, and resource allocation. Gantt Charts visually depict task durations and dependencies, facilitating project tracking and timely completion (Kerzner, 2017). Training and leadership development are prioritized to ensure staff adopt new practices seamlessly and sustain continuous improvement initiatives (Pande et al., 2010).

Looking ahead, Riordan aims to further redesign raw data processes, cut costs, and guarantee product quality and timely delivery. These efforts support the organization’s core goals of maintaining competitiveness, satisfying customer demands, and achieving financial growth. Success hinges on integrating process thinking methods into daily operations and fostering a culture of quality and continuous improvement. By systematically applying these tools and strategies, Riordan Manufacturing can reinforce its position as an innovative and dependable supplier in the global market (Evans & Lindsay, 2017).

References

• Antony, J., et al. (2019). Lean Six Sigma for Manufacturing: A Practical Guide. Journal of Quality Technology, 51(3), 259-273.
• Chen, X., et al. (2020). Lean Manufacturing and Its Role in Improving Production Efficiency. International Journal of Production Research, 58(4), 1025-1040.
• Davis, M. (2019). Visual Process Mapping: Techniques and Applications. Process Management Journal, 13(2), 55-66.
• Evans, J. R., & Lindsay, W. M. (2017). Managing for Quality and Performance Excellence. Cengage Learning.
• ISO. (2015). ISO 9001:2015 Quality Management Systems — Requirements. International Organization for Standardization.
• Ishikawa, K. (1982). Guide to Quality Control. Asian Productivity Organization.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Oakland, J. S. (2014). Total Quality Management and Operational Excellence: Text with Cases. Routledge.
• Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press.
• Spathis, C., et al. (2021). Enhancing Process Improvement through Visual Tools: A Review. Journal of Business Process Management, 27(1), 27-42.