OPS 571 Riordan Process Design WEEK 6 FINAL PAPER

OPS 571 Riordan Process Design WEEK 6 FINAL PAPER -...

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Receiving Supervisor 100% raw material received Log is given to the inventory clerk Fans Finished on time Dispatch to the customer Manufacturing Process Delivery of Raw Material Move raw material to the factory Inventory clerk enters information on the system Running head: PROCESS DESIGN FOR RIORDAN MANUFACTURING 1 Process Design for Riordan Manufacturing Team OPS571 July 6, 2010 Teacher
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PROCESS DESIGN FOR RIORDAN MANUFACTURING 2 Introduction Riordan Manufacturing’s owns three plants: Albany, GA where plastic bottles are produced; Pontiac, MI where it handles the company’s custom plastic fabrication, and Hangzhou, China that currently operates a decentralized unit of the organization producing electric fans. When creating a process design for Riordan’s fan production operation, it is important to create a holistic production system that addresses several different aspects of production, including total quality management, material requirements planning (MRP), process design, supply chain considerations such as just-in-time manufacturing and Six Sigma, accurate forecasting methods, and a means of implementing change. Total Quality Management One of Riordan’s principal focuses, as outlined in its mission statement, is on lean Six Sigma (University, 2002). Six Sigma emphasizes fast delivery and minimizing costs, while delivering the highest quality products to customers (George, 2004). The needs of the customer drive everything under Six Sigma and the determination of what exactly the customer wants and what is relevant to the customer leads to process improvement. Studying production data and process workflow improves process and delivery speed, which in turn improves customer relations and increases profitability (George, 2004). Riordan’s Six Sigma projects should always start by studying what their consumers want, and analyzing the consumer focus when comparing Riordan to their competitors. All of this is based on production efficiency data, production numbers, and workflow processes. Riordan must manage their Chinese operations more effectively by using more resources to track and mine relevant data specific to their processes and order flow, which involves: (a) receipt of components by truck, (b) molding fan blades with colored pellets, (c)
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PROCESS DESIGN FOR RIORDAN MANUFACTURING 3 trimming excess plastic from blades, (d) assembling the blades, housings, and motors, (e) packaging and shrink-wrapping, and (f) conveying to loading dock and shipping to the customer. An important tenet of Six Sigma is that queue times and production cycle delays have to be minimized, and this is done by improving both quality and speed (George, 2004). There must be a well-documented template, such as a checklist, for how exactly work is done, and how work moves between people and workstations. A possible process improvement would be to combine the processes of molding and trimming into one area, and to merge packaging and conveying into one work area. These improvements, combined with improved training, communication, and
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This note was uploaded on 07/18/2011 for the course OPS 571 taught by Professor Conques during the Spring '10 term at University of Phoenix.

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OPS 571 Riordan Process Design WEEK 6 FINAL PAPER -...

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