Production and Operations Management - Case Study Example

Hank Kolb Case Problem definition The following is list of stakeholders mentioned in the case study: Hank Kolb: Director, Quality Assurance Mark Hamler: Quality control manager Mac Evans: Inspector of the line for Greasex Wayne Simmons: First-line supervisor Morganthal: General Manager Problem statement The basic problem depicted in the case study is management. The inadequacy of support from the senior management has made the production process to deviate from ISO 9000 Quality System. The problem arises as the result of the management putting more value on work schedule and market share than on quality and safety (Robert and Richard, 2011). Intuitively, the problem comes out because the management has a poor perception about quality. Poor performance is also likely to manifest from the workers since is no consideration for proper training. Current situation In the process of gathering information about the current situation of the institution, three tools used were interviews, surveys and focus groups. Surveys were disseminated among the stakeholders with multiple questions and a Likert Scale to help in rating the operations within the institution. In order to obtain in-depth information, the stakeholders were interviewed and clarifications made on any aspect pertinent to the current situation. During the interview, the questions asked aimed at accessing the possibility of management problem as the main influence on the quality thereof. Further, the process also involved use of focus groups whereby a lot of information was gathered from a group of 9 workers. The data gathering tools were able to give proper answers which aided in completion of the case. The workers agreed that the management problem triggered related problems within the operation such as absence of purchasing, inspections design and testing process. Further, the respondents also agreed unanimously that the top management may have caused lack of tractability and quality management records required for improvement of the process. This led to poor quality and stagnation witnessed in improvement. Problem analysis The major analysis tools used in accessing the problems was fishbone diagram. This helped in identifying the possible roots of problem identified within the case. A fishbone diagram indicating the major causes of the problem The fishbone diagram shows some of the most probable problems that may have been associated with the scenario. The most probable causes identified include: Poor in-process controls Unqualified workers Lack of product tractability Lack of quality maintenance records Lack of testing processes Root cause The root cause determined from the case study was poor management. The top management is responsible for the harmonization and control of duties within any institution; hence it goes without saying that it had been involved in creating a network of problems: The inability of the management to adapt quality maintenance and product tractability is also witnessed within the case study. There was no established preventive or timed maintenance to the point of the management assigning wrong tasks to machines. This led to frequent wear and tear as evident by the twelve work orders aimed at fixing the machines. The case also states that the plastic was a rush order, leading increased pressure application to ensure fitness (Robert and Richard, 2011). This shows that the management was much involved in levitating market share while subduing quality and safety. Design criteria The project will be successful if it is able to meet the following goals: Should be able to solve the root cause for the machine break downs to increase safety and quality. Coordinate with the senior management in verifying whether the product is in line with company’s objectives. Adopt ISO 9000 Quality system to aid in developing proper policies for the various production processes. Value safety and quality first, as a business principle, before the market share expected. List of Alternative Courses of Action 1. They could assume and concentrate their focus on marketing the product out the door. 2. They could carry out a make/buy analysis to determine the feasibility of off-loading the company’s operation to another company (Tomar, 2009). 3. They could focus on gathering data on the possible roots of machine break downs. 4. They could carry out an analysis to determine if the product is in line with company’s goals and objectives. 5. They could upgrade their manufacturing and training processes to proper design alongside making training a compulsory requirement before assigning a task to a new operator. Decision matrix for the alternatives Criteria Quality Safety Profitability Score Alternative 1 1 1 2 4 Alternative 2 3 3 3 9 Alternative 3 5 5 4 14 Alternative 4 4 4 2 10 Alternative 5 5 5 5 15 Evaluation of Alternatives Alternative 1: even though the alternative may end up getting the product out the door, it is not a proper strategy for meeting the prevailing market demand. Alternative 2: this is a good alternative to since it could allow the company to subdue the problem and invest in other quality product. However, carrying out the analysis would take time and resources consequently harming the profitability (Vidler, 2002). Intuitively, this alternative does not solve the short term problems. Alternative 4: The alternative is a good platform for increasing the quality and safety of the product. However, the company would have to spend more in employing a staff that would carry out the task thereby affecting the revenue (Longenecker, 2009). Alternative 5: This alternative lays up a proper platform for solving the basic problem in the right direction. It assures the company of improved safety and profitability. Best solution Consequently, from the evaluation of alternatives, through decision matrix, alternative 5 is the most feasible solution since because upgrading the manufacturing and testing processes encompasses all the quality and safety issues. Implementation First, the senior management should be actively involved in providing support for quality production process across all the departments. Further, an awareness campaigns about quality production process will also help in changing attitude held by the stakeholders. After that, gather information about the root cause for the machine break downs should be gathered to increase safety and quality (Elnadi, 2009). The senior management should involve in verifying whether the product is in line with company’s objectives. There should be adoption ISO 9000 Quality system to aid in developing proper policies and tracking the effectiveness of the solutions implemented for the various production processes (Lober, 2009). References Robert F. J. and Richard B. C, (2011). Operations and Supply Chain Management. McGraw- Hill/Irwin, 13th edition. ISBN-10: 0073525227 or ISBN-13: 978-0073525228 Vidler, C. (2002). Operational management. Oxford: Heinemann Educational. Tomar, R. (2009). Commercial operations management: Process and technology to support commercial activities. New Delhi: Global India Publications. Longenecker, J. G. (2009). Small business management: Launching and growing new ventures. Toronto: Nelson Education. Elnadi, M. (2009). Production and Operations Management Assignment: Toyota & Swatch vs. Primark & CenterParcs. München: GRIN Verlag GmbH. Lober, R. (2009). Run your business like a Fortune 100: 7 principles for boosting profits. Hoboken, N.J: Wiley. Read More