Production Planning and Quality Management

After all your production planning analysis, you have been asked to prepare a Quality Management Planning Strategy for management and employees.
Using course materials and other resources, develop a strategy document with the following action items:

Identify the overall Quality Management Process (TQM, ISO 9000, Six Sigma) that Manychip will use and explain the rationale for such change. Be aware of industry requirements (i.e. service operations are different from manufacturing and each process may offer specific advantages for a specific industry). Describe how you will implement the process in Manychip (make any necessary reasonable assumptions you need with the scenario, such as company organization or structure).

Once you identify and explain the process, outline the specific tools and techniques that Manychip will use for quality management. Consider the usefulness of all the charting and statistical quality metric techniques and identify which ones Manychip should use.

Develop a communications memorandum to the factory workers announcing these changes and explaining the value of them. Remember, quality management principles all focus on employee involvement and continuous improvement.

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...n quality requires transforming the management philosophy and organizational culture, the fact is that projects must be undertaken sooner or later to make things happen. Projects are the means through which processes are systematically changed; they are the bridge between the planning and the doing.

The DMAIC Steps consists of the following:

Define-Identify a suitable project based on customer needs and feedback, as well as quality characteristics. Report on the scope and definition of the project, potential benefits, data analysis, and improvement implementations.
? Measure-Identify the key internal processes that influence the process, and measure the related defects. Map and measure process performance and the effectiveness of improvement efforts in meeting customer requirements.
? Analyze-Discover what the defects are and identify solutions. Assess what can go wrong and the impact.
? Improve-Prioritize and implement improvement opportunities. Confirm the key variables, and quantify their effect. That is, does it improve a process, add value, reduce costs, or integrate new technologies and ideas?
? Control-Set in place a control plan or system to sustain the improvement and ensure that key variables remain within acceptable ranges. This plan includes ongoing process measures, customer feedback, and as-needed adjustments. Report what has been done to prevent and/or control problems and how a problem would be recognized and addressed if it occurred again.

Reference: http://www.providersedge.com/docs/leadership_articles/Lessons_Learned_in_6Sigma_Implementation.pdf
http://www.isixsigma.com/offsite.asp?A=Fr&Url=http://www.qualitydigest.com/dec00/html/sixsigma.html

The major characteristic of an ideal Six Sigma project is that there should be a strong connection between the strategic plans as well as the annual operating plans of the organization. Further, the project should be recognized as important to the organization and scope of the project should be completed with a reasonable time frame of three to six months. Finally, support and approval of the top management is necessary for the success of the project.

Six Sigma metrics typical used include Classical measures of quality such as timeliness, accuracy, ease of doing business and cost. Other typical Six Sigma measures such as rolled-throughput yield, sigma and ...