333 Lean Management and Quality Processes S09.ppt

8/14/2019 333 Lean Management and Quality Processes S09.ppt

1/49

Introduction to P/OM

Management

P/OM and SCM

DSS

QMS/OPI

Theory of Constraints

The Goal

Introduction to Supply

Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters

Information TechnologyFoundations

Demand Management

Supply Management

Inventory Management

Capacity Management

Production Management

Transportation Management

Quality Management

POM ToolsForecastingLean Manufacturing

Project Management

Simulation

Statistical Process Control

Production/Operations

Management

Dr. Eliot Elfner

St. Norbert College

Spring 2009

Lean Manufacturing and

Quality Processes


2/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


2

TOPICS

Discussion of topics Lean Manufacturing

Quality Processes


3/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


3

Lean Production

Lean Production can be defined as anintegrated set of activities designed toachieve high-volume production usingminimal inventories (raw materials, work

in process, and finished goods) Lean Productionalso involves the

elimination of waste in production effort

Lean Productionalso involves the timing

of production resources (i.e., parts arriveat the next workstation just in time)


4/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


4

The Toyota Production System

Based on two philosophies: 1. Elimination of waste

2. Respect for people


5/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


5

Elimination of Waste

1. Focused factory networks2. Group technology

3. Quality at the source

4. JIT production

5. Uniform plant loading

6. Kanban production controlsystem

7. Minimized setup times


6/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


6

Minimizing Waste:

Focused Factory

Networks

CoordinationSystem

Integration

These are small

specialized plants that

limit the range of

products produced

(sometimes only one

type of product for an

entire facility)

Some plants

in Japan

have as few

as 30 and as

many as1000

employees


7/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


7

Minimizing Waste:

Group Technology (Part 1)

Using Departmental Special izationfor plant layout

can cause a lot of unnecessary material movement

Note how the flow lines are going backand forth

Saw Saw

Lathe PressPress

Grinder

LatheLathe

Saw

Press

Heat Treat

Grinder


8/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


8

Minimizing Waste:

Group Technology (Part 2)

Revising by using Group Techno logy Cel lscan reducemovement and improve product flow

Press

Lathe

Grinder

Grinder

A

2

BSaw

Heat Treat

LatheSaw Lathe

PressLathe

1


9/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


9

Minimizing Waste:

Uniform Plant Loading (heijunka)

Suppose we operate a production plant that produces a single

product. The schedule of production for this product could be

accomplished using either of the two plant loading schedules below.

Not uniform Jan. Units Feb. Units Mar. Units Total

1,200 3,500 4,300 9,000

Uniform Jan. Units Feb. Units Mar. Units Total

3,000 3,000 3,000 9,000

How does the uniform loading help save labor costs?


10/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


10

Minimizing Waste: Inventory

Hides Problems

Work in

process

queues

(banks)

Change

orders

Engineering design

redundancies

Vendor

delinquencies

Scrap

Design

backlogs

Machine

downtime

Decision

backlogs

Inspection

backlogs

Paperwork

backlog

Example: Byidentifying defective

items from a vendor

early in the

production process

the downstream workis saved

Example: Byidentifying defective

work by employees

upstream, the

downstream work is

saved


11/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


11

Minimizing Waste: Kanban Production

Control Systems

Storage

Part AMachine

CenterAssembly

Line

Material Flow

Card (signal)Flow

Withdrawal

kanban

Once the Production kanban

is received, the Machine

Center produces a unit to

replace the one taken by the

Assembly Line people in the

first place

This puts the

system back

were it was

before the item

was pulled

The process begins by the Assembly

Line people pulling Part A fromStorage

Production kanban

Storage

Part A


12/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Project Management

Simulation


12

Determining the Number of

Kanbans Needed

Setting up a kanban system requiresdetermining the number of kanbanscards (or containers) needed

Each container represents the

minimum production lot size

An accurate estimate of the lead timerequired to produce a container is key

to determining how many kanbansare required

I t d ti t P/OM


13/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management

POM ToolsForecasting

Lean Manufacturing

Project Management

Simulation


13

The Number of Kanban Card Sets

k = Number of kanban card sets (a set is a card)

D= Average number of units demanded over sometime period

L = lead time to replenish an order (same units oftime as demand)

S= Safety stock expressed as a percentage ofdemand during leadtime

C= Container size

k =Expected Demand During Lead Time + Safety Stock

Size of the Container

k =

DL(1+S)

C

I t d ti t P/OM


14/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


14

Example of Kanban Card

Determination: Problem Data

A switch assembly is assembled in batches

of 4 units from an upstream assemblyarea and delivered in a special container to adownstream control-panel assemblyoperation

The control-panel assembly area requires 5switch assemblies per hour

The switch assembly area can produce acontainer of switch assemblies in 2 hours

Safety stock has been set at 10% of neededinventory

I t d ti t P/OM


15/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


15

Example of Kanban Card

Determination: Calculations

Always round up!

k =Expected Demand During Lead Time + Safety Stock

Size of the Container

k =DL(1+S)

C=

(5)*(1)*(1.1)

4= 2.75, or 3

Introd ction to P/OM


16/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


16

Respect for People

Level payrolls

Cooperative employee unions

Subcontractor networks

Bottom-round management style

Quality circles (Small GroupInvolvement Activities or SGIAs)



17/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


17

Toyota Production Systems

Four Rules

1. All work shall be highly specified as tocontent, sequence, timing, and outcome

2. Every customer-supplier connection must bedirect, and there must be an unambiguous

yes-or-no way to send requests and receiveresponses

3. The pathway for every product and servicemust be simple and direct

4. Any improvement must be made inaccordance with the scientific method, underthe guidance of a teacher, at the lowestpossible level in the organization



18/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


18

Lean Implementation Requirements:

Design Flow Process

Link operations

Balance workstation capacities

Redesign layout for flow

Emphasize preventive maintenance

Reduce lot sizes

Reduce setup/changeover time



19/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


19


Total Quality Control

Worker responsibility

Measure SQC

Enforce compliance

Fail-safe methods

Automatic inspection



20/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


20


Stabilize Schedule

Level schedule

Underutilize capacity

Establish freeze windows



21/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


21


Kanban-Pull

Demand pull

Backflush

Reduce lot sizes



22/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


22


Work with Vendors

Reduce lead times

Frequent deliveries

Project usage requirements

Quality expectations



23/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


23


Reduce Inventory More

Look for other areas

Stores

Transit

Carousels

Conveyors



24/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


24


Improve Product Design

Standard product configuration

Standardize and reduce numberof parts

Process design with productdesign

Quality expectations


L I l i R i


25/49


Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


25


Concurrently Solve Problems

Root cause

Solve permanently

Team approach

Line and specialist responsibility

Continual education


L I l t ti R i t


26/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


26


Measure Performance

Emphasize improvement

Track trends



27/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


27

Lean in Services (Examples)

Organize Problem-SolvingGroups

Upgrade Housekeeping

Upgrade Quality

Clarify Process Flows

Revise Equipment and ProcessTechnologies



28/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


28

Lean in Services (Examples)

Level the Facility Load

Eliminate Unnecessary Activities

Reorganize PhysicalConfiguration

Introduce Demand-Pull

Scheduling

Develop Supplier Networks

Introduction to P/OM Quality Processes


29/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


29

Quality Processes

A little history

Post WWII Japanalmost a clean slate

Limited resources, low volumes new approach

Influences

TWIemployees involved in process improvement

Deming & Juran

Poor quality is responsibility of management

Tools for process improvement

Formative years of TQM & JIT



30/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


30

Total Quality Management

TQM is an organization-wide effort

directed towards the continuous

improvement of quality

One simple definition of high quality

is: exceeds customers

expectations Key pointquality is tied to view of

customer (e.g., not specifications)

In brief


Putting TQM principles


31/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


31

Putting TQM principles

into practice

Customer focus

Employee empowerment

Data-based decisionmakingmanagement by

fact

Continuous improvement in qualityhow?



32/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


32

Definitions of Quality

Quality as Excellence

Quality as Conformance toSpecifications

Quality as Fitness for Use

Quality as Value for the Price



33/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


33

Total Quality Management

Philosophy of management Part of mission/vision/purpose

Implemented through long range

strategic planning


Quality Related


34/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


34

Quality Related

Product Characteristics

Reliability

Durability

Serviceability


Quality Related


35/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


35

Quality-Related

Service Characteristics

Reliability

Tangibles

Responsiveness

Assurance

Empathy



36/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


36

Quality Specifications

Design quality: Inherent value of theproduct in the marketplace

Dimensions include: Performance

Features Reliability/Durability

Serviceability

Aesthetics

Perceived Quality. Conformance quality: Degree to which the

product or service design specificationsare met



37/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


37

Costs of Quality

External Failure

Costs

Appraisal Costs

Prevention Costs

Internal FailureCostsCosts of

Quality



38/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


38

Series of standards agreed upon bythe International Organization forStandardization (ISO)

Adopted in 1987 More than 100 countries

A prerequisite for global

competition?

ISO 9000 directs you to "documentwhat you do and then do as youdocumented"

ISO 9000



39/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management


Lean Manufacturing

Project Management

Simulation


39

Six Sigma Quality

A philosophy and setof methodscompanies use toeliminate defectsin their productsand processes

Seeks to reduce

variation in theprocesses thatlead to productdefects

The name, sixsigma refers to

the variation thatexists within plusor minus threestandarddeviations of theprocess outputs



40/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


40

Six Sigma Quality (cont)

Six Sigma allows managers to readilydescribe process performance using acommon metric: Defects Per MillionOpportunities (DPMO)

1,000,000x

No. of unitsx

Number of defects

=DPMO

Number ofopportunitiesfor error perunit



41/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


41

Example of Defects Per Million

Opportunities (DPMO) calculation.Suppose we observe 200 lettersdelivered incorrectly to the wrongaddresses in a small city during asingle day when a total of 200,000letters were delivered. What is the

DPMO in this situation?

000,1== 1,000,000x

200,000x1

200DPMO

So, for every onemillion lettersdelivered thiscitys postalmanagers canexpect to have1,000 letters

incorrectly sentto the wrongaddress.

Cost of Quality: What might that DPMO meanin terms of over-time employment tocorrect the errors?

Six Sigma Quality (cont)


M t Six Sigma Quality:


42/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


42

Six Sigma Quality:

DMAIC Cycle

Define, Measure, Analyze, Improve, andControl (DMAIC)

Developed by General Electric as ameans of focusing effort on quality

using a methodological approach Overall focus of the methodology is to

understand and achieve what thecustomer wants

A 6-sigma program seeks to reduce thevariation in the processes that lead tothese defects

DMAIC consists of five steps.


M t Six Sigma Quality:


43/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


43

Six Sigma Quality:

DMAIC Cycle (cont)

1. Define (D)

2. Measure (M)

3. Analyze (A)

4. Improve (I)

5. Control (C)

Customers and their priorities

Process and its performance

Causes of defects

Remove causes of defects

Maintain quality


M t


44/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster Chapters


Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


44

Total Quality Requirements

Strategic Quality Planning Clear Focus on Customer Satisfaction

Continuous Improvement of KeyProcesses

Effective Collection & Analysis ofInformation

Effective Use of Teamwork and

Training Effective Design of Products and

Services

Effective Leadership


Management Components of an


45/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute

Webster ChaptersInformation Technology

Foundations

Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


45

Components of an

OPI Culture

OPI as Central

Focus of

Mission Statement

Stakeholder

Linkages

Passionate

Commitment

to Continuous

Improvement

Commitment to

Education/Training

Team Development

Bias Toward

Evidence Based

Decision

Making

CULTURE OF

ONGOING

PROCESS

IMPROVEMENT


Management Characteristics of


46/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute


Foundations

Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

Forecasting

Lean Manufacturing

Project Management

Simulation


46

Characteristics of

OPI Systems

Vision/mission/purpose for quality Focus on supplier/customer

linkages

PASSIONATEcommitment tocontinuous improvement

Commitment to teaming/training

Bias for data based decisionmaking


Management Strategic Quality


47/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute


Foundations

Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools

ForecastingLean Manufacturing

Project Management

Simulation


47

Strategic Quality

Management

Using the quality of products

and services to increase a

companys share of the market


Management Implementing TQM


48/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute


Foundations

Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools


Project Management

Simulation


48

Implementing TQM

Identify Critical Business Issues

Secure top management commitment

Provide initial training

Identify customer requirements

Identify key processes

Provide specific skills training

Collect and analyze data

Change the process

Reqmts

met?

Continue to improve processes

no

yes


Management Lean Manufacturing and


49/49

Management

P/OM and SCM

DSS

QMS/OPI


The Goal


Chain Management

SCMAcquisition

SCMMaintain

SCMTransform

SCMDistribute


Foundations

Demand Management

Supply Management


Capacity Management



Quality Management

POM Tools


Project Management

Simulation


Production/OperationsManagement

Dr. Eliot ElfnerSt. Norbert College

Spring 2009

Lean Manufacturing and

Quality Processes

The End

333 Lean Management and Quality Processes S09.ppt

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Transcript of 333 Lean Management and Quality Processes S09.ppt