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Does your organization utilize TQM systems? What types? Give an example of how a particular TQM tool resolved a quality issue. What other methods could be considered?
Does your organization utilize Six Sigma improvement methodology? Give an example of process that would benefit from DMAIC. What would be the challenges that your organization would have to overcome to successfully utilize Six Sigma?
What is your organization’s procedure for understanding your manufacturing or service process?
Does your organization utilize TQM systems? What types? Give an example of how a particular TQM tool resolved a quality issue. What other methods could be considered? TQM systems are very useful for Frito-Lay. AIM charts are used for seasoning applications, a WALL process is utilized every 2 hours, a Packaging Room Management (PRM) and Product Quality Management are available.
It also allows the company keeps an accurate inventory and usage of its supplies and materials. smell. Internal managers. This system helps our products to be consistent. and other qualities . The third system checks the grams giveaway. This scheme monitors and checks that if the packaged product reaches beyond the aim range. The company has also a WALL process wherein every two – hour period. and we are then evaluated based on our quality performance. The difference is that.against a reference product supplied by the headquarters. and packaging operators then examine the product’s characteristics – the appearance. points of adjustments are decided upon. processing operators. This process is similar to a WALL process. The sent items then undergo tests based on the reference product.The first system. During this process. quality control (QC) technicians. This system ensures the customer is getting for what they pay. In addition. the Headquarters office request that at a certain time and specific line item must be sent to them. the inventory of materials is kept accurate as well as allows the company monitors the known expected costs together with the usage rates. the AIM charts provide the operators the acceptable range of seasoning application. An alert is then sent to the packaging machine operator. taste. This process resolved customer complaints regarding a burnt flavor issue in our SunChip product at the Frankfort . The fourth TQM system is called the Product Quality Management or PQM. a product is randomly pulled out of the production line.
making the burnt flavor undetected. The other processes could be used in the company would be an eight-hour wall or a 16-hour wall that can capture products produced earlier. allowing the burnt flavor to be detected. value. based on the Army’s functions. This is also done to avoid ineffectiveness of high-performance distributions. the product went off the product line. With the Advanced technology. The organization implements six sigma in the supply chain. making the chips to stay in the fryer a bit long. Does your organization utilize Six Sigma improvement methodology? Give an example of process that would benefit from DMAIC. To determine this. The only concern with this system is that the products are out of the warehouse after the 16 hours. When the WALL process was done. the . that is updated regularly. resulting in the product’s burnt flavor.site. This can help create various local area networks that enable Soldiers communicate between departments and suppliers via the extranet networking system. the process was revised and it was known that the dwell time belt was quite slow. However. and reliability to the Armed forces. What would be the challenges that your organization would have to overcome to successfully utilize Six Sigma? The Army uses the Six Sigma process to contribute a dynamic course of action to remove defects in the supply chain. the PQM system allowed the chips to sit for a week or more.
business capabilities and making technologies parallel with strategies such as KPI measurements across the responses of enterprises allows the Army to get the full advantages of investments. and customers. which most of the time are not worried about the environment achieve strategic advantages. which in turn can propel the Army to be the best driver of security decisions. This would enable the Army to concentrate on cost issues and business progress. the Army must conduct business in a cost. In addition. Product recycling that is in direct association with the manufacturing process must be continuous in the Army. Even though external pressures appear and as enemy infrastructures. it does not overlook the product improvement management across suppliers. By collaborating with skilled manufacturers that produce quality products by using efficient resources in the process. manufacturers can adopt a platform and enable them to respond to current social issues. by addressing current waste management problems. A process that would benefit from DMAIC is the implementation of strategic modifications to create advantages inside the organization. The Army must also utilize innovative and advanced technological . and environment friendly way. manufacturing solutions. This also enables them to set up and coordinate measuring machines in various countries. the Army. Also. This is because usage of lesser amount of resources can become dangerous to the Army’s manufacturing process. and as well as the workflow.Army’s IT department can construct systems that link computer systems for strategic planning.
For the Army to be able to successfully use six sigma. The DOD. which means the support for customers with issues with the products. which consists of deliveries.resources to relate business operations and financial management processes in to create an efficacious supply chain. Going back to the basic mechanisms of the supply chain management (SCM). The traditional devices for the maintenance of current and historical information of business transactions include data and equipment such as up amour vehicles. equipment. the fourth element is the testing and the production. particularly the demands and expectations. not . That is. Planning aids to meet the organization’s purpose. The second part of SCM is sourcing. refers to the customer’s orders received by the business. the manufacturer handles the production and services department. Making. It also includes the IT infrastructure created for the Army that aimed to focus on quality control measures. Strategy and performance tools are checked during the planning stage of SCM. delivering. and administrative departments are the contemporary levels of operation that are accountable for the rational pricing for development. making and returning. This would include products that are defective. The last component is returning. in correspondence with the tax payers’ money and of the Soldiers’ welfare. The third component. sourcing. it must request the stakeholders to be responsible in investing in the best in class departments and in design systems by integrating products and solutions in the businesses. The source refers to where the company gets the goods and services in efforts to successfully run the business. this includes planning. financing.
One of the benefits given by the Army as an organization is the supply chain that have influenced all aspects of production. In addition. I think the Army realized that the supply chain provides excellent benefits.environmentally friendly. The organization concentrates on developing innovative products as well as improving the quality and value of the goods and services. by examining the sourcing strategies used in the manufacturing and services. What is your organization’s procedure for understanding your manufacturing or service process? There is a need for the Army to comprehend inventory strategies and benefits based on the areas of operations and processes. Collaboration with supplier in supplier alliances intensifies the supply chain effectiveness and enriches operations of all supply chain members. Hence. they will be able to give insights to the rationalizing effects can have on both businesses and supply chain associates. namely gaining operational advantage and improved financial performance. At the same time. this collaboration provides tools and approaches for firms to account for their supply chains. the delivery cycle times and costs are reduced in achieving to . from the collection of raw materials to the delivery of the finished good to the end user. The Army has achieved its two major goals. such as enhanced customer relations and increased shareholder value. communication gadgets that cease to be innovative or cannot be upgraded as well as hazardous materials that harm the environment.
leading to variations that can have an impact on the sourcing strategy. If the Army falls short of aligning its strategies on its sourcing activities. collaboration between suppliers and the organization are some of the sourcing strategies that required the product or service to be delivered to the customer more efficiently.. al. then the supply chain objective as well as the business strategies of the organization is in danger of falling below the original performance expectations (Sengupta. 2006). That is. et. the author noted that service industries are decentralized and decisions are done locally. et. Across the military activities. differences exist between the industries. (2006) stresses that the military or organization must develop action plans to ensure that the products and materials bought are in agreement with the requirements and specifications of the customer. Sengupta. Sengupta. et. al. al. al.meet both objectives. With this. It is further stressed that manufacturing supply chains . Sengupta. (2006) also notes that manufacturing firms have a centralized decision-making technique and have standardized processes on the sourcing strategies. et. On the other hand. (2006) confirms that searching for excellent suppliers and developing strategic relationships that create value for every participant through strategic sourcing is significant in enhancing financial performance. Even though the foundation of developing sourcing strategies are constant for manufacturing and service firms. the Army contemplates the suppliers’ role in supply chain management and the significance of the relationships in the long-term achievement of the organization.
& Cook. K. (2006). This can lead to creating greater demand based on the needs of the sourcing strategy that will meet the Army’s requirements. direct contact with the customer places a higher demand as well as allows supplier flexibility in the supply chain.oriented establishments. S.. For service . Retrieved from http://www.accumulate and store inventory while service sectors cannot store inventory.allbusiness.com/professional-scientific/managementconsulting/3977300-1. R.. L. Manufacturing and Service Supply Chain Performance Comparative Analysis. References Sengupta. Heiser. This is because service industries have a direct contact with the customer while manufacturing firms have more contact with suppliers and distributors.html . D.
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