Implementing Lean Philosophy and Quality Control at QCM

Presenting Lean Philosophy to Executive Team

1. Using a diagram to support your answer, outline how Alison could present lean philosophy to the executive team? 7 Marks

2. Paul explained that a significant 5S process took place only 6 months ago but ensuring compliance with the rules was proving difficult. Based on this and Alison’s observations, what behavioral and process issues exist at QMS? 2 Marks

3. Alison works back through the process to the department which produces the body components for the running lights. She finds that the quality control records show that hole tolerances from drilling are in fact within specification, however all of them are closer to the lower limit of the tolerance range consistently.

Discus the issue that you see here and what other areas you might look to further identify root cause.  2 marks

4. What conditions do you draw from the out of date information boards? 2 marks

5. After the floor walk, Paul asks Alison if she could add a demonstration of lean in an area which would demonstrate the positive effect the concepts could have on quality. Alison decides to select the rotor assembly area. Draw a diagram which demonstrates idoka which would improve quality in this area. Discuss what changes you would make to the quality control process and why you think the current process may not be very effective. 4 marks

6. To reduce the likelihood of failure, the management team have installed a 100% checking process at the fully assembled stage of the process. Describe the issues that management have created by allowing the check process at this final stage? 3 marks

Part-B Learning Outcome 3 Design and specification of products and services.

The Lean implementation has been a success.  Capacity has increased by 30% and in the interim, this has enabled the QCM to fulfil skyrocketing demand.  The biggest problem however is that Amazon has confirmed that they will start taking orders from QCM within the next 12 months.  This requirement has meant that Paul will have to expand his business by more than double and this needs to be done quickly.  In order for the growth to take place, Paul will need a top project manager.

1. Outline the kinds of characteristics Paul should look for in a project manager and why. – 3mrks

2. Paul employs grant wing, a second project manager. The decision is made to expand the current facilities by adding into the side of the existing building.

 

Required: Discuss grants first 3 project management steps including why these steps are necessary.

 

3. As grants starts to further understand the capacity requirements, it becomes apparent because of the volume increases, that a process selection review is necessary to ensure that the right decisions are being made for the assembly area. The three-key consideration for the process strategy is:

a) Make or buy decisions

b) Capital intensity

c) Process flexibility

Required:  For each of these considerations, discuss to what extend you would apply these ideas to the assembly area and why. – 6 marks

4. With the project now underway, the project team meets for the first time to discuss risk. Outline the 4 risk management process steps and discuss what some of the challenges might be in a project of this sort. – 8 marks

Ten months later,

Grant has successfully managed the project. There have been no serious safety issues, building and equipment quality look good and the project remains in budget.

As the building project draws to a close, outline 3 challenges grant and Paul iwill now face. Discuss why these challenges exist.