...OCI- Diagram Summary The diagram pertains to the client acquisition and the process OCI took when it came to acquiring clients. The majority of their clients were obtain from advertising. The advertising produce many applicants for OCI but many were rejected. The ones that were rejected by OCI was due to couple factors. The first factor was that OCI didn’t think the scope fit OCI objective and it wasn’t feasible in the perceptive, and it was clear why it wasn’t feasible but it could be due to club timeline. Due to these two factor many of the applicants were rejected. Another reason applicant were rejected is because OCI believed that the applicant viewed their organization as cheap labor and they would work like “worker bee”. The organization also acquired clients by personal references. The personal reference usually led to numerous applicant but it also could have the adverse effect on them if a client wasn’t satisfied with the work The diagram also focus on member recruitment which is very important. The club is on a strict timeline because all projects have to be completed by the end of the year. In order for that to happen, all officers and elected officials decision had to be done and approved by October. Member’s recruitment was based on previous member experience. Where the member had a good or bad experience would affect the increase or decrease in the number of perspective member signing up. In most case, some of the members that had a negative experience...
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...Question: Where does the current routine for handling defective seats deviate from the principles of the Toyota Production System? Identify at least three deviations from the TPS Model associated with the problem prevention solving method? During seat installation, it was discovered that defected seats were being delivered by KFS Manufacturing. This resulted in a high level of cars being pulled from the assembly line and sent to an offline repair area, also known as “the repair clinic”. As the cars accumulated in the repair clinic, TMM began to address the problem as follows: First, a team member pulled the andon cord to report the problem to the team leader before installing the defective seat. As this point, the team leader pulled the andon cord to signal “ok” and to tag the cars to alert Q.C. members about the defective seat problem. The car then went through the regular assembly line as usual with the defective seat installed. This is where the first deviation from the TPS model began. In the TPS model, repair of the seat would have been attempted on the line. This did not happen. Instead, the problem started to manifest into many problems, the failure of not adhearing to andon created“Never produce a defect – never pass a defect on” occurred when the cars were allowed to continue through the assembly line According to the TPS model, problems are solved in space & time as close as possible to where the problem occurred. In the TPS Model, an attempt to resolve...
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...teams directly influences the success of the organization. Groups and teams are not the same thing. A group is two or more individuals, interacting and interdependent, who have come together to achieve objectives (Yukl, 2010). The group interacts to share information and make decisions within his or her area of responsibility. A work team, on the other hand, generates positive synergy through coordinated effort. The individual efforts result in a level of performance greater than the sum of those individuals (Yukl, 2010). The Philips organization uses work teams to drive performance improvement. The teams are primarily problem solving teams made up of members who share ideas and suggestions on how to improve processes and methods, which improves total performance. The improvements result in cash to the...
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...Toyota Case Operation Management Optional Case #1 Optional case 1 1. What would you do to address the seat problem? Where would you focus your attention and solution efforts? We would focus on a series of actions: • We would first collect data on seats defect issue and try to find out what is the cause of the problem using the 5 Why's analysis. On the other hand we would ask KFS management to do the same thing. Then arrange a meeting with people involved in QM and come up and agree on a solution. TMM should investigate the issue of why are there differences in the 1st shift and 2nd shift at the rear seat installation (left as well as write hand side)? KFS should investigate what is wrong with rear seat: hook, lack of communication/synchronization between team KFS and TMM team. • In the effort of addressing the seat problem, we would also build a tiger team with the specific target to solve this issue in a determined period of time. The team should have just this issue to solve (a project based activity). Team members should be managers from TMM (mandatory Shirley Sargent, Da Prille, Lewis, Creemens) and with participation of KFS representative managers and somebody experienced from Tsutsumi. Taking into consideration that Tsutsumi didn't report so far any problem with the same engineering drawings, and also looking at their decrease in defects rate (from 7 occurrences per shift to one per shift by April), it looks that if they had a problem with the seats, they managed...
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...these problems: Immediate * Send TMM Quality Control (QC) people to KFS to identify and correct the source of the problem. * Place a QC person at the seat arrival dock to check for defects before sending seats to the line. * Continue fixing seat defects off line. It is too expensive to stop the line. * Assign employees to be responsible that correct replacement seats are procured in a timely manner. Long Term * Improve internal communication within Toyota, specifically between the Japanese design engineers and US manufacturing. * Decrease seat variety. * Implement TPS processes at the KFS factory. Fujio Cho pronounced this to be the next step for TMM. KFS is a logical first supplier to implement Toyota’s methods of production. ANALYSIS Ideally, Toyota corrects defects on the production line. However, vehicles with seat problems are managed offline after the assembly is completed. This is caused by three factors; 1) Seats need to match each particular car, therefore stock parts cannot be used; 2) The supplier process operates under Just In Time (JIT); 3) KFS cannot...
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...Nancy Arnold Article Review and Analysis: Part I Article Information- Polirstok, S. (2014). Plagiarism: Whose responsibility is it anyway? An administrator’s choice to teach not punish. Creative Education, 5(8), 564-567. Retrieved from http://dx.doi.org/10.4236/ce.2014.58066 Summary- The topic under consideration in this article is the occurrence of plagiarism at the graduate level. The author reflects on why this act of plagiarism occurred and the actions the university took once plagiarism was proven to have occurred. The implications of these actions are also discussed (Polirstok, 2014). In this article, Polirstok (2014) presents a case of two upstanding graduate level students at the end of their...
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...Unit 3 Individual Project – Principals of Process Improvement American Intercontinental University Introduction Innovative continuous improvement have become a critical element for organizations that want to continue to grow in a market that is ever changing and competitive for market shares. As a result of this growing need to do things faster, cheaper and more efficiently various methods of continuous improvement have been developed and incorporated into business environments to evaluate and streamlining processes to do more with less. In this assignment my evaluation of improvement process will be in the areas of quality and safety within a production environment. I will identify and compare established well defined process improvement methods, as well as, provide a series of recommendations that, if implemented, will assist with the fictional organizational goal that has been requested by the department managers at this company. Principals of Lean Manufacturing Lean Manufacturing is defined as a production practice that uses less and fewer resources than traditional manufacturing. The primary objective of implementation of lean processes is to eliminate any element of the process that does not add value and striving for perfection with zero defects and zero inventories. (Lynch, 2005) There are various principals to lean manufacturing that can be applied to any area of an organization to realize the process improvement in the assignment below I will...
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...Theory Critique: The Bondage Breaker By Dr. Neil T. Anderson Concise Summary of Theory In his book, “The Bondage Breaker,” Neil T. Anderson seeks to reveal the why’s and how’s of spiritual warfare and exposes the many tricks Satan uses to take over the minds of many Christians. His tricks include outright lies, deception, and the lure of knowledge and power. Dr. Andersons approach differs greatly from the models we have studied previously in this class as he presents a theoretical model for overcoming negative thoughts, habitual sins and irrational feelings (Anderson, 2000). As well, Anderson seeks to clarify the nature of spiritual conflicts and offers a plan as to how they can be resolved through the power of Jesus name. Satan does not have equal power with God as he has been disarmed and is already a defeated foe, but if he can deceive people into believing he has equal power, than he wins. Anderson (2000) states, “You have been given authority over the kingdom of darkness, but if you don’t believe it and exercise it, it’s as if you didn’t have it” (Anderson, 1993, p. 80). All in all, Christians must believe and understand that Christ died on the cross to set them free, so therefore, they are no longer a product of their sinful past. Dr. Anderson offers a seven-step process in helping Christians find freedom in Christ (Anderson, pgs. 201-252). Step 1: “Counterfeit vs. Real” is where an individual must renounce any activity or group which denies Jesus Christ or...
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...Science Meets Real Life: The Scientific Method John Scott Lanham Kaplan University SC 300: Big Ideas in Science February 7, 2014 Science Meets Real Life: The Scientific Method People are faced with having to make split-second decisions and need to solve random problems that we encounter every single day. To reach those decisions and work those problems out we are subconsciously using the scientific method. Here I will be applying the steps of the scientific method to two situations that could occur in our everyday life. Before I can do this, I must know what the steps of the scientific method are. The Scientific Method There are six steps to the scientific method according to the website Science Buddies.org. These steps do not need to be done in any particular order. The first step is observation. Here's where you'll ask a question about something that you observe: Who, What, When, Why, How, or Where? "In order for the scientific method to answer the question it must be about something that you can measure, preferably a number" (Steps of the Scientific Method, 2014). The second step is to do background research. Conducting background research is where you want to use the library and Internet research to help find the best way to do things. Step number three is to construct a hypotheses. This is where you will take an educated guess about how things work. Your hypotheses must be stated in a way that you can easily measure and should be constructed in a way to help...
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...August, 2007 The Seven Deadly Wastes of Logistics: Applying Toyota Production System Principles to Create Logistics Value Joel Sutherland Managing Director Center for Value Chain Research Lehigh University, 621 Taylor Street, Bethlehem, PA 18015 E-mail: jos206@lehigh.edu Bob Bennett President Lean Consulting Associates, LLC, and Group Vice President (retired) Toyota Motor Sales USA, Inc. 16 Deerhill Drive Rolling Hills Estates, CA 90274 E-mail: bobben1@cox.net CVCR White Paper #0701 Abstract A business value chain is an end-to-end set of activities that can be applied to a product or service making it ready for the next activity. Most resources used in an activity add value—some do not. The resources consumed (such as people, time or equipment) that do not add value add cost and should be eliminated. This is the essence of the Toyota Production System, or Lean (the term used in the U.S. for what was originally known as the "Toyota Production System"). This article reviews the evolution of Lean principles from the beginning of Henry Ford’s revolutionary assembly line process for his Model T automobile in the early 1900’s, through Taiichi Ohno’s creation of the famous Toyota Production System in the mid-20th century, to adoption of these principles in addressing today’s logistics and transportation challenges. This paper presents real examples from executives who worked within the Toyota Production System and were effective in expanding these principles beyond...
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...extraneous to survival in today's global environment—it's essential. Because logistics affects 30% or more of the value added to your product, it offers abundant areas of opportunity and exciting possibilities for lowering the bottom line. Where you may not be able to control the outside influences, ambiguities, and contradictions of the global economy at large, you can have a profound influence on controlling those internal logistics factors that substantially affect your profitability or cost containment efforts. Course Schedule Global Supply Chain Basics and Technology (Day 1) Global Logistics Basics and Functionality (Day 2) Essential Aspects of Purchasing (Day 3) Inventory ManagementPractices (Day 4) Mastering Warehouse Mechanics (Day 5) WHO SHOULD ATTEND • Logistics, supply chain, procurement, purchasing, and distribution management personnel • Experienced supply chain executives and managers with little or no formal training • Plant, manufacturing, and materials managers with supply chain supervision • Other managersand executiveswith supply chain and logistical interface • Any IT or finance executives who needs to get a grip on their organization’s supply chain •...
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...Contents Chapter 1 1. Introduction……………………………………………………………………………..4 2. Over view of company profile………………………………………………………….4 3. The Problems and Issues of the Company……………………………………………5 4. Objectives behind the Selection of Problem…………………………………………..6 Chapter: 2 2.1 Overview of Problem solving and Decision making……………………………………8 2.2 Problem Solving Process in Jet Airways………………………………………………..9 Chapter: 3 3.1 Introduction of the Tools Used by the Jet Airways……………………………………11 3.2 Solution Taken by the company ………………………………………………………..12 3.3 Alternative solution………………………………………………………………………12 3.4 Impact of success ………………………………………………………………………...13 Chapter: 4 4.1 SWOT Analysis of the Approaches Used by the Company…………………………..13 4.2 Comparing the Company’s Adopted model with other model………………………..14 4.3 Finding from the Comparison Results………………………………………………….15 4.4 Recommendations………………………………………………………………………...16 Chapter: 5 5.1 Introduction of strategy…………………………………………………………………..16 5.2 Strategies adopted to illustrate your suggestions are appropriate…………………….16 5.3 Implementation of your recommendation model against Organizational Problem or Issues…………………………………………………………………………………………….17 Conclusions……………………………………………………………………………………...18 PROBLEM SOLVING AND DECISION MAKING IN JET AIRWAYS Chapter: 1 1...
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...1. Consider the principles of the Toyota Production System (TPS, which the rest of the world calls just-in-time or lean operations). How do its pieces fit together into a strategic capability? In particular, what are the roles of quality, and of the various activities Toyota pursues to improve quality? Waste reduction is at the top of the TPS architecture. The methods that help support the goal of waste reduction are JIT (just-in-time) and quality improvement methods. Both require standardization of work to eliminate variability, the flexibility to scale up and down process capacity in response to fluctuations in demand, and a set of human resource management practices. JIT seeks to synchronize the production flow with demand. Output should be produced exactly when the customer wants it and in the quantity demanded. The three steps toward achieving a JIT process are (in order) as follows: 1. Achieve a one-unit-at-a-time flow: Production plans are designed to avoid large batches of the same variant. Instead, product variants are mixed together on the assembly line (mixed-model production). Also, the physical layout for resources mirrors the process flow to avoid unnecessary transports and reduce need to form transport batches. This way, flow units can flow one unit at a time from one resource to the next. 2. Produce at the rate of customer demand: This step ensures the flow rate is in line with demand. TPS aims at reducing finished goods inventory by operating its production...
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...Business Memos A memo, short for the word memorandum, comes from the Latin word memorandus, which means, "to be remembered." It is a compact written message designed to help someone remember something. Unlike letters, the external communications of a company, business memos are an internal form of communication and it is standard practice to save them. Their objective is to deliver information or instructions and writing them in a sensible manner that the information is delivered with more meaningful note and its impact on its reader is also serious. Confined to a single topic, each interoffice, interdepartmental and company - wide memo becomes part of the institutional memory of an organization. They record daily activities and eliminate the need for time-consuming meetings. As historical documents they are often referred to when writing reports or resolving disputes regarding past activities. In short, they speed up the daily business of doing business; they keep people who need to be kept in the know, in the know. When a business organization designs an official letterhead it often also designs an official memo sheet, complete with a company logo featured at the top of the page. Besides having a professional look and feel, preprinted memo sheets often provide specialized information fields that accommodate specific procedures for expediting in-house communications. Memos Types 1. Informational Memos 2. Instructional Memos Informational Memos is an in-house...
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...Asynchronous value-adding systems: allow separate value-adding activities to be scheduled independently • Bottleneck: any resource that has insufficient capacity to satisfy requirements • Synchronous value-adding systems: require that the timing of value-adding activities be coordinated (synchronized) • The presence of a bottleneck requires that the timing of value-adding activities be coordinated (i.e. synchronized) Integrated Operations Management: A Supply Chain Perspective, 2nd ed., Hanna & Newman, Thomson/South-Western © 2007 2 TOC: THE MANAGEMENT PROCESS 1. Identify system constraints 2. Determine how to exploit the system constraints 3. 3 Subordinate every other decision to the decision made in step 2 4. Elevate the system constraint 5. If the constraint has changed, go back to step 1 Integrated Operations Management: A Supply Chain Perspective, 2nd ed., Hanna & Newman, Thomson/South-Western © 2007 3 1 A SIMPLE SCREEN-PRINTING VALUE-ADDING SYSTEM Integrated Operations Management: A Supply Chain Perspective, 2nd ed., Hanna & Newman, Thomson/South-Western © 2007 4 SCREEN-PRINTING EXAMPLE: SALESPERSON’S PERSPECTIVE • Sales commission is 7–10% of sales: – sell lots of expensive items to new customers – results in selling work that cannot be completed • But if sales commission is 10% of sales for ontime jobs: – sales force must continually assess the status of operational resources to sell whatever product generates the highest margin per minute at the...
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