Implementing Quality Improvement at Riordan Manufacturing Essay

Implement Quality Improvement at Riordan Manufacturing Continual improvements are essential for businesses to attain a competitive advantage in their industry and remain profitable. Riordan Manufacturing must apply Total Quality Management (TQM) to their organizational processes to eliminate waste, reduce costs, increase productivity, and focus on customer satisfaction. This paper identifies an improvement plan by outlining the steps of Riordan Manufacturing’s developed quality management process and required actions.The quality team defines variation in relationship to the selected process and explains how decreasing variation is integral to TQM. The team examines quality tools for identifying and monitoring process variability and provides examples.

An explanation of Riordan Manufacturing’s selected TQM model or methodology for this improvement plan and why it is appropriate takes place, along with detailing and summarizing these formations. Quality Management Process Riordan Manufacturing must implement a quality improvement process to reduce turnover rates, costs, errors, and scrap and rework, along with increase productivity and efficiency.Team B proposes to install a CMM (Coordinate- Measuring Machine) to the already linked information technology (IT) computer system Riordan has set up.

The following 10 steps outline the TQM process and implementation plan to accomplish this: 1. Obtain CEO Commitment Riordan Manufacturing established an organizational structure that appoints various levels of management to carry out and control its strategic goals, mission, vision, and quality statements, and short-term and long-term objectives. This structure arranges the top-down relations between executive management and various departments throughout the organization.The top key positions that head the hierarchical structure are the president & CEO, SVP of Research and Development, and the Chief Operating Officer.

They should create a quality culture that sustains TQM’s existence and prosperity, along with provide leadership, direction, and support for the entire organization. 2. Create Steering Committee After obtaining the quality commitment from the top administrators, the quality assurance supervisor plans to select a team of quality advocates and subject matter experts (SMEs) to share in the significance of installing the CMM. 3. Prepare a Flow Diagram of Company ProcessesRiordan is currently using vertical IT collaboration to improve the efficiency and reduce costs with the programs in China as shown below in Figure A. The addition of the CMM equipment will improve productivity by detecting defects quicker, automatically applying measurements into the current IT systems, and provide digital imaging to name a few features. Figure A. Riordan’s current IT network (Apollo Group, 2006) 4.

Focus on the Internal/External Customer Total quality (TQ) requires meeting and even exceeding the expectations and needs of customers who the CMM will enhance because of its performances capacity.TQ indicates correct documentation, on-time delivery, error-free invoices, exceptional features, building a good image, and no failures. 5. Develop a Quality Policy and Goals Top management developed the following mission that identifies quality practices and standards Riordan Manufacturing applies: MISSION •Six Sigma, leading edge R&D and exceeding ISO 9000 standards define the attitude and abilities of Riordan Manufacturing.

•We are industry leaders in using polymer materials to provide solutions to our customer’s challenges. •Our R&D is, and will remain, the industry leader in identifying industry trends (Riordan Mfg.Operations – production, 2008). 6. Provide a Quality Training Program The flourishing TQM Company provides training to employees ensuring they hold accurate knowledge and skills for their positions. Riordan Manufacturing must require the proper education and training is achieved from top managers, remaining managers, in-house trainers and facilitators, front-line supervisors, and quality team members.

The training involves quality culture understanding and the necessary information for CMM programming, exploitation, and capabilities. 7. Establish Quality Improvement TeamsRiordan manufacturing employs a total of 550 people. Forming several quality improvement teams will benefit the organization.

Internal auditing groups, quality development teams, process review groups, and safety committees can provide information that assists in continual improvements. Representatives need to possess the following attributes: •Good communication and interpersonal skills •A “big picture” view of the organization and of the industry •Dedication to quality, customer satisfaction, and the success of the organization •Strong commitment to learning and change 8. Implement Process ImprovementsRiordan Manufacturing applies the 10 steps outlined for TQM process improvement and implementation.

The CMM offers a variety of measurement and inspection operations that improve throughput and accuracy on quality data production. 9. Use the Tools of TQM ToolExample of Use Check SheetStatistical Process Control To count occurrences of problems. HistogramA chart show the percentage of the data distribution Pareto ChartTo identify the 20% of the modules which yield 80% of the issues. Cause and Effect DiagramFor identifying assignable causes. Scatter DiagramFor identifying correlation and suggesting causation.Control ChartFor identifying processes that are out of control. GraphFor visually and quantitatively displaying data by exhibiting the data size.

(Statistical Process Control, 2010 para. 15). The previous page displays a table on the seven tools of quality and how they are used at Riordan Manufacturing. 10. Know the Benefits of TQM Riordan Manufacturing chooses to obtain continual improvements and quality processes through TQM to satisfy customers, plan for quality with fact-based decision making, defect prevention, variability reduction, and fast response systems.They believe the Cost of Quality is less than the Cost of Nonconformance + Cost Prevention in the long run. Variation of Process A CMM is a mechanism used for measuring the physical geometrical characteristics of an item and can be controlled manually by an individual or controlled by a computer. The measurements are identified by a probe, which can be mechanical, optical, a laser, or a white light, and are attached to the third moving axis of the machine.

The typical CMM is composed of three axes labeled X, Y, and Z. These axes are orthogonal to each other and each axes location is indicated by a scale system.The input from the touch probe is read by the machine and then the machine uses the coordinates to determine size and position. This machine is also used in manufacturing and assembly processes to test a part of assembly against the design intent. Points that can be analyzed via regression algorithms for the assembly of features are created by accurately recording the X, Y, and Z coordinates of the target. Frequent changes are not feasible with CMM’s as they are made only to be improved upon and to be honed to reach their optimum capabilities.Their basic structure remains the same while parts have become more accurate, several functions have been incorporated into the machine, and the latest software adds new usability.

New features for CMM’s differ depending on the developer and the customers’ needs. Processes are essential segments of Riordan Industry and both process comprehension and process improvement create the means of TQM. Processes alter inputs, which includes methods, actions, and operations, into outputs.

They are the processes by which Riordan adds value as the plan of a customer-focused, TQM environment allowing outputs to appease or surpass customer needs.Everything Riordan does is a process, regardless of procedural documentation, and throughout the organization many processes exist and occur. These processes work together with other processes Riordan Industries uses, as outputs from one process form inputs to another. The processes include a senior level supervisor ensuring direction and supplying sufficient resources to improve the process.

The process’ owner is typically not involved with the process, but is individually accountable for the continuous process. This is due to them being the final arbitrator of the process and makes any process enhancement proposals.Since the process manager is responsible for separate parts, they work inside the process. They ensure daily production performance by managing vendor relationships and process workers and providing reports, metrics, and improvement ideas to the process owner.

The frontline employee has the responsibility of precise delivery on agreed standards with the customer and manages small teams of less experienced workers. They also provide reports, metrics, and improvement ideas to the process manager. Quality Tools to Identify and Monitor the Process VariabilityMany quality tools exist that Riordan relies upon to identify and monitor process variability. The number one tool is the Five-Whys Analysis. Riordan’s definition of the Five-Whys is simply asking why a problem has occurred as many times as necessary to move beyond the symptoms of a variation and uncovering the root cause.

By clearly identifying the true root cause, Riordan can correct the problem and ensure the repair will no longer produce errors. Since the transportation expenditure is excessive, Riordan operations is looking to reduce these expenditures by 5%.The Five-Whys Analysis will be used by operations to determine the reasons for the excessive transportation expenditures. The Pareto Chart is a second quality tool Riordan uses. For Riordan, a Pareto Chart is a graphical illustration of turn-backs indicating the most important data classes and comparing the data classes relative to other factors. Specifically, the company tracks the use of outsourced and other standardized pre-made products in all regular plant operations. Riordan is able to verify quality and monitor variables in new processes by using the Pareto Chart.

Benchmarking is a third quality tool used, which is a continual process of measuring the variations between its current products and services versus competitors. It is also used in determining what is expected from customers. This tool is a critical aspect in achieving the goals of becoming the leader in plastic solutions and providing best in class product support. These are just a few of the quality tools that Riordan uses to identify and monitor variations in current and future processes. TQM Model or Methodology for the Process Riordan Manufacturing already embraces Six Sigma policies toward product quality.These same Six Sigma models apply to the process improvement plan involving the installation of the CMM equipment at the Albany, Georgia bottle plant.

In this particular case a “Self Directed Work Team” approach will permit high end executive buy in at the corporate level while providing localized focus on the bottle manufacturing process in Georgia. The following items will need to be focused on to ensure the installation and operation of the CCM equipment provides accurate and useable product data to guide revisions of the manufacturing process: •Top-level commitment Management-employee trust •Willingness to take risks •Willingness to share information •Sufficient time and resources •Commitment to training •Operations that are conducive to work teams •Union participation •Access to help Source: Burrill & Ledolter (1999). Detailed Plan To ensure that Albany work team is successful in the operation and instillation of the CMM equipment, communication from the San Jose corporate office to local team members in Albany must be constant and two-way.Before installation of the CMM machinery, San Jose leadership must have an adequate understanding of the costs and timeframes of the change and commit the required funds and manpower. The actual work team should be built from existing Albany plant personnel with additional personnel added if needed as the workload on team members becomes more apparent. The machinery will then need to be installed in the Albany, Georgia bottling plant and operated initially by work team members so that the correct number of random product samples can be determined.There should be a several month learning period for all involved during which data is merely gathered and examined through different methods of statistical analysis and communicated through existing IT networks. Team members can than propose changes to manufacturing processes that they believe are needed based on variation patterns as they emerge from the data.

As the quality control process provided by the CMM machinery checks on samples defines itself over time, it can then be incorporated into the daily manufacturing process as a regular quality check and staffed accordingly after the project work team is disassembled.Requirements for Implementing a Quality Improvement Plan/Conclusion Many requirements for implementing a quality improvement plan are needed to be successful and improvements are essential for businesses to attain a competitive advantage in their industry and remain profitable while moving forward with an improvement plan. Riordan Manufacturing applies Total Quality Management (TQM) to their organizational processes while eliminating waste, reducing costs, increasing productivity, and focusing on customer satisfaction.

The quality management process is also vital and follows a 10 step outline to success listed above. Riordan Manufacturing company prides itself on customer service and satisfaction and makes producing a quality product to sell to their customers their man priority while implementing quality improvement. References Apollo Group, Inc. (2006). Riordan Manufacturing. Information Technology – Overview.

Retrieved March, 6 2010. MGT/449- Quality Management and Productivity https://ecampus. phoenix. edu/secure/aapd/cist/vop/Business/Riordan/IT/RioITNetwork001. tm Burrill, C. W. , & Ledolter, J. , (1999).

Achieving quality through continual improvement. Hoboken, NJ: John Wiley & Sons. Riordan Mfg, operations – Production. (2008). Strategic Planning Scorecard PowerPoint. Retrieved March, 6 2010. MGT/449- Quality Management and Productivity https://ecampus.

phoenix. edu/secure/aapd/CIST/VOP/Business/Riordan/Ops/RioOps007. htm Statistical Process Control.

(2010). FOCUS AREA- QUALITY- Measurement. Tools Table. Retrieved March 6, 2010 from http://www.

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