Chick N Gravy

In Station Quality amplifies problem. It makes any production problem instantly self evident and stop producing whenever problems are detected. Notice that problem are not only caught were they occur with this flow process but actually because of the pulled or downstream approach that any station can find problems miss by an earlier team. This encompasses that the entire production line is responsible for each other work. To further insure that the right part was available at the right time. TPS extended this process to its supplier by using another process step HEIJUNKA (Load Leveling). This process was simply, even distribution of special products or special orders. This prevented, as quoted in the case study “…several production runs…” each dedicated to just one model or one special order. TPS defined needs and value from the viewpoint of the next station down the line that is the immediate customer. These two tools which will give the employee the ability to catch defects quickly and work to correct the problem. Shows TPS complete faith in the employee and the team to solve most problems without a supervisor. In fact TPS development of these two principles and Load Leveling exemplify the individual employee or the team ability to solve most if not all the problems in the production. These tools along with the team concept instill a level of trust between the employee and management as the individual

However, if the cost of “perfection” is so expensive that the company cannot be profitable, it is not realistic to spend too much on a zero defect mindset. Instead the company must first identify what an acceptable percentage of defects is and where the defect could have been prevented. Then the company can further quantify which cost of quality is presenting the greatest risk and put procedures and policies in place in an attempt to minimize defects. Since prevention costs many times are considered the least expensive and can have the biggest affect on non-conforming products most companies will focus its initial and largest efforts into prevention. The next initiative would be appraisal and last would be identifying

Materials Management and Quality Management: Implementation of improvement measures in an offshore oil production facility

The number of defective pieces that are received by customers can be a measurement of perfect orders. An error code can be developed for faulty power tools. The following percentages can also be used:

The second issue, a lack of effort to reach the company’s stated goals could possible a two-fold issue. It is possible that these goals must be measured both in production count and in production quality. Management may be able to address the second issue and the third issue (no reward for achieving the company’s stated goals) through creating a recognition program and evaluating the level of bonuses given to employees.

Overview: A look into how the meat is prepared. What is in the meat that we don’t know about but still consume. How consumers love it because it’s cheap, quick and easy. Processing of meat, errors associated with the process of beef and chicken.

Engstrom should provide a space in which workforce can communicate by having managers listen to them and asking them questions. People generally know the right answers if they have the opportunity to produce them. For Engstrom creating teams and committees with members from each production department to management is important. A committee can help improve the line workers morale with ideas such as improvement for production, and meeting delivery deadlines. A committee of managers from each department within the plant who will work with plant line workers to make suggestions and improvements for employee morale and improvement. The teams formed should be from all functions and staffed with members whose talents match team tasks. Committees are

The solution to the problem in this case is to develop a strategic plan that will modify the employee behavior, redefine the roles and responsibilities of management, and manage the organizational culture while reducing production costs and gaining a competitive advantage. The solution will require management to examine and modify the current leadership style. In addition, management should address the issue of valence within the motivation equation and establish well-defined goals that will enhance the employee’s perception of their role within the organization. Reformation to the overall morale and culture is critical in order to terminate the work stoppage, reduce costs, and get the shipments back on schedule.

The Theory of Constraints indicates that excess capacity from ‘subordinate’ departments should be utilized to lessen the strain on the bottlenecked department. Until the constraint on production has been removed management should subordinate everything else to the constraint. The proposed action of outsourcing inspection from the coating and sharpening department will free-up more valuable direct labor hours in the area of constraint. A separate inspection station before the final stage of production should be added to the production process. An employee from the chemical bathing stage will be cross-trained to inspect products as needed for the brief periods of inspection required. Because the second process has been deemed subordinate to the area experiencing constraint its excess capacity can be utilized in a more valuable capacity. Each additional hour in the coating and sharpening process will result in a firm benefit of $1250, or the contribution margin per unit of constraint for the Model C210. The addition of an inspection

According to my analysis, the problems are distrust between the managers and employees and unfairness of rewards between the employees and supervisors. In order to keep productivity and profitability of the plant, it should resolve the issues urgently before the situation deteriorated further. I recommend the option two is better for Bent to deal with these problems for the plant. Firstly, communication is the most important factor that affects the relationship between managers and employees. If the managers could listen advices of the work in time from their employees, it not only will be more easier to handle the existing problem in the company, but also will improve the relationship between managers and employees because the staff feel the company takes, to respect and to trust them, feel oneself is in enterprise's one, and they can have the confidence and the sense of responsibility for the development of their company. Secondly, it is to give the appreciation by managers to employees frequently that will improve the employee morale because they will feel more attached to their company. As the result of this, employees will devote to their work without any complaint. Consequently, because of the improvement of relationship and employee morale, the efficiency and productivity of company will improve with the efforts of all staff and give them corresponding reward. Although the first option is probably to resolve the crisis

Employee involvement was a key issue in product improvement because the line workers knew much better than management what was right or wrong with the production, their contribution to decision making became vital issue.

This fifth chapter is titled with “It’s all about people”. The theme is to “identify the whether the supervisors are truly involved with the work standards and daily basis floor improvement”. Thus, the efficiency of the supervisors in implementing the lean application is important.

Although production needs are being met, improvements in productivity are always at the forefront of management’s thoughts. Doing more with less is a constant effort for middle management and hourly laborers. Over all the

The system of quality is prevention: This is why management must take the concept of prevention very seriously because it reduces defects and it lowers cost. This absolute state that appraisal, checking and inspection is an expensive and unreliable way of getting quality. Prevention can be achieved if during production process opportunities for error are identified. Prevention can also be achieved using statistical quality control method. Crosby (1995).

The causes of the problems were mainly lack of a common objective between the managers and also lack of a proper system in place to face problems such as corruption and bribery. The recommendations suggested might be the answer