OPSCB 574 UOP Process Improvement Technique Discussion Paper

User Generated

punfrx11

Business Finance

OPSCB 574

University of Phoenix

OPSCB

Description

Consider how they might directly apply to your life and work environment when answering the questions below.

  • Competency 1: Evaluate data-driven processes and approaches of an organization’s operations.
  • Competency 2: Apply process improvement principles to enhance organizational performance and value.
  • Competency 3: Analyze organizational global supply chain process to maximize value.

Question #1:

Consider your current or previous place of employment. How could you use a process improvement technique to solve an operational issue or concern? Why do you think customer service processes are so important within organizations? Provide a specific example of how you could use a supply chain plan or diagram in order to maximize value.

Question #2:

What specific assignments or learning activities from this course did you find particularly beneficial? What do you feel could’ve improved or added to your learning experience in this course?  


Unformatted Attachment Preview

Sample 1 2 3 4 5 6 7 8 9 10 Totall Number of order Number requisitions of rejected Fraction requisitions defective Upper Control Lower Limit-UCL Control Limit-LCL 50 0 0.0000 0.19 -0.109 50 2 0.0400 0.19 -0.109 50 1 0.0200 0.19 -0.109 50 4 0.0800 0.19 -0.109 50 0 0.0000 0.19 -0.109 50 0 0.0000 0.19 -0.109 50 3 0.0600 0.19 -0.109 50 1 0.0200 0.19 -0.109 50 8 0.1600 0.19 -0.109 50 20 0.4000 0.19 -0.109 500 STDDEV 18.39701 35 30 25 20 15 10 5 0 1 2 3 Lower Control Limit-LCL Upper Control Limit-UCL Number of rejected requisitions Sample 3 4 5 6 7 8 9 10 1 Service System at Toyota Motors Corporation Elizabeth Chase University of Phoenix Wayne Moore OPSCB/574 June 11, 2021 2 Service system Toyota Motor Corporation is a multinational automotive-based company that has gained a unique competitive advantage in the highly competitive industry (Andrew, 2017). The company has continued to invest in extensive research and development programs to meet the clients' needs within the required time frame. The company has one of the best service systems in the industry characterized by stiff market competition. A production system is based on the complete elimination of waste in pursuing efficient and practical design, manufacture, sell, and distribution of modern automotive products globally. The production-based service system is associated with both merits and demerits. The production system service-based is one way of ensuring that the lean manufacturing concept has been attained. The production control system has been in existence for many years, and it is a continuous form of product improvement (Andrew, 2017). The system is tailored explicitly towards ensuring that vehicles ordered by the clients are quick and most efficient. The production service system was established anchored on the concept of automation with the human touch. This philosophy ensures that when any problem occurs, the equipment stops immediately to prevent defective vehicles' production. The service system production based is also premised on the basic philosophy of just in time. It has been efficient in the quick output of the vehicles characterized by sound quality, one at a time, and that the cars satisfy the clients' needs. It an efficient approach to cost reduction, and this has been one of the great sources of the unique competitive advantage of Toyota Motor Corporation. According to the current service system-based approach in the production department, any machine production process must willingly and automatically come to a stop if 3 an abnormality has been detected. The system was built using hand until they have been proved to be reliable and safe for human use. The service system has created a conducive environment where the produced machines are simple, less expensive, and the maintenance costs become less with time. The bedrock of engineering skills has dramatically improved Toyota's service system. There is the use of machines and robots even though they don't think for themselves. There is the human transfer of the craftsmanship skills into them. This is a detailed process attained through manual work, applying them on the factory floor and making other relevant, steady flows. Therefore, the concept of human wisdom and ingenuity is indispensable in delivering the best cars customized as per the clients' needs. The company has continued to maintain steadfast dedication to constantly developing human resources who can think independently and implement the kaizen concept (Andrew, 2017). On the other hand, Toyota’s service is associated with some difficulties. For example, the lean manufacturing concept has not been one hundred percent efficient in preventing waste generation. Toyota Motor Corporation has been compelled to incur some of the additional and unnecessary costs, such as substantial overhead costs, attributed to the nature of the current service system. Even though the company has continued to record historical revenues, Tesla Inc. has proved to be the best in its service system. Tesla has fully embraced the concept of green energy and environmental sustainability, something that has seen it realizes success within the correct time frame. 4 References Andrew, T. (Feb 1, 2017). Toyota’s Generic Strategy & Intensive Growth Strategies. Business, Management Toyota Production System. Available at www.global.toyota.com Toyota’s Supply Chain Diagram Elizabeth Chase OPSCB/574 6/23/2021 Supply Chain Diagram
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Explanation & Answer

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Running head: PROCESS IMPROVEMENT TECHNIQUE

Process Improvement Technique

Students Name
Instructor's Name
Course Work
Institution
Date

1

PROCESS IMPROVEMENT TECHNIQUE

2

Process Improvement Technique
In the following paper, the improvement technique employed is Six Sigma Tools. Six
Sigma is a process that entails the collecting and analysis of the data to reduce cycle time and
failures (Antony, Snee, and Hoerl, 2017). Furthermore, the Six Sigma approach aims to increase
customer satisfaction. DMAIC is a critical technique in Six Sigma for optimizing current
processes; this technique stands for the following criteria:


Define: A person's first step should be to identify the problem and make decisions about
the needs.



Measure: Following that, the individual must decide on the CTQ (essential to quality)
parts of the process. Individuals can then establish measures for measuring CTQ and
compile all data.



Analyze: Individuals must assess the facts they have gathered, including doing a GAP
analysis. The term "GAP analysis" refers to the process of determining the difference
between a company's existing and desired state. It will decide how to close this chasm.
To accomplish so, employees must specify the root of the process's problem regions....


Anonymous
Very useful material for studying!

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