business

Nov 1st, 2013
KateS
Category:
Business & Finance
Price: $100 USD

Question description

1ST

Deliverable Length:1,300 words with a min. of 4 scholarly references

Healthy employees are more likely to be productive and actively engaged with
the organization in producing quality work. Research the mental and physical
health benefits that employees receive through engaging in wellness programs and
the impact of employee wellness on strategic organizational goals.


Research and respond to the following:



  • What is the psychological and physiological basis for wellness programs?
  • What are some approaches to employer-sponsored wellness programs?
  • What are the advantages and disadvantages to the employer?
  • What are the advantages and disadvantages to the employee?
  • How does a well-structured wellness program support organizational culture,
    strategic goals, and performance management?

 

 

Objective:
Discuss the link between how employees perform their jobs and their health.
Understand job design and ergonomics in order to create optimal working
conditions.
Identify and explain physical and procedural controls that can be used to
enhance security and safety.

 

 

2ND

 

Deliverable Length:2,000 words including chart form section 1

 

You have just been hired as the director of process improvement, a new
position, by the VP of Operations for the ABC Manufacturing Company. ABC has
been plagued by both internal and external vendor issues; the vendor issues
involved repeated late deliveries and poor quality, while internally poor
deliveries to customers resulted from both vendor issues, as well as quality and
scheduling issues. The CEO’s instinct is that the factory could benefit from
some wide-reaching process improvements.


 

The VP of Operations has decided that a far greater focus on vendor quality
and internal process improvements must be taken. The VP of Procurement, prior to
your coming on board, had already met with the CEO’s of ABC’s 4 major vendors
and alerted them that he expected them to begin turning around their quality
performance. About a month prior, he had sent each a letter suggesting several
formal overall quality programs that they may embark upon, which included the
following:


 


  • TQM
  • Juran's Trilogy
  • Crosby's program 
  • Deming's program 
  • Six Sigma


 

The VP has already received the following responses from each of the main
vendors, and he asked you, in coming months, to work with each vendor as they
implement their quality initiatives.


 


  • Company A had written back that it was planning to implement the Juran
    program but had not yet begun, hoping you could visit and shed some light on the
    overall concept, methodology, pros, and cons.
  • Company B had written back that it was planning to implement the Crosby
    program but had not yet begun, hoping you could visit and shed some light on the
    overall concept, methodology, pros, and cons. 
  • Company C had written back that it was planning to implement the Deming
    program but had not yet begun, hoping you could visit and shed some light on the
    overall concept, methodology, pros, and cons. 
  • Company D had written back that it was planning to implement a TQM program
    but had not yet begun, hoping you could visit and shed some light on the overall
    concept, methodology, pros, and cons. 
  • Company E had written back that it was planning to implement the Six Sigma
    program but had not yet begun, hoping you could visit and shed some light on the
    overall concept, methodology, pros, and cons.


 

 In addition, you know that as far as internal processes and overall supply
chain management goes, that there may be opportunities for improvement.
Currently, the following internal opportunities exist for possible process
improvement:


 


  •  Supply Chain Management 

    • The company communicates separately with each vendor; usually when a
      forecast or production change is made, not every vendor finds out the same day.
      This leads to confusion, excess inventories, and stock outs.

  • Demand Planning 

    • The primary method to establish the master production schedule is to use a
      forecast that is created prior to the beginning of the year and updated monthly
      using salesmen’s inputs. Invariably, the company ends up producing too much of
      the wrong items (not demanded) and too few of what is in demand (real customer
      orders).

  • Multistage Inventory

    • To create ABC’s final finished product requires a multiple-step supply
      chain, which looks something like the following:

      • Raw material to vendors factory
      • Vendor processes raw materials to make their parts
      • Those parts are shipped to ABC’s factory
      • ABC processes purchased parts through a succession of departments, each one
        adding more and more vale
      • Finally, all finished components are assembled into a finished
        product.

    • Currently, every step in this entire supply chain is scheduled, monitored
      through some kind of MRP system, reported throughout the day, and seems to take
      an inordinate amount of system updating.

  • Transportation Planning

    • ABC continues to use its own fleet to deliver finished goods all over the
      country and to have common carriers deliver parts from its vendors, also located
      all over the country. 

  • Process Control, Performance, and Variability 

    • ABC’s own internal process seem to all of a sudden go in and out of quality
      specifications; the company always seems to find out too late to avoid massive
      amounts of scrap, rejected parts, or labor costs to rework parts. 

  • Negative and Positive Cash Flow

    • The company goes through frequent swings from positive to negative cash
      flows as inventory purchases for large lots create negative cash flows, but
      then using up these materials occur at a slower rate, and with less outgoing,
      cash flow becomes positive. The CFO really struggles with managing these cash
      flow swings.


 

Before you begin to put together a vendor visitation schedule, your boss, the
VP of Procurement, advised you that the CEO expects a comprehensive report, in
about a month, covering the following specific topics:


 


  • The key characteristics and requirements and the pros and cons of each of
    the following overarching quality programs should be put into a chart format.
    The chart should have columns for an overall 1-sentence description of each
    program, its pros, and its cons.

    • TQM
    • Juran's Trilogy
    • Deming
    • Crosby
    • Six Sigma

  • Provide your view on how a formal process improvement program could help at
    both vendor locations and inside ABC’s own factory.
  • Specifically, in the areas of vendor quality and delivery performance, what
    are the benefits of creating a vendor certification program, and what does it
    involve?
  • Specifically, in the area of ABC’s own internal workings, what opportunities
    for continuous improvement exist, and what exactly would you do?
  • How do you get ABC itself to adopt a more continuous improvement mentality?

Finally, and most importantly, all these operational improvements
could create a strategic advantage for ABC because most of its competitors have
similar internal and vendor quality challenges, as well as internal operational
challenges.

 

 

 

Objective:
Discuss the role of the organizations leadership, communications, policies,
and culture in implementing and sustaining a quality initiative.
Use effective communication techniques.
Use team and problem-solving skills to collaborate on a project.

 

Tutor Answer

(Top Tutor) Daniel C.
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School: Carnegie Mellon University
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