Reinforcing QFD with group support systems: computer-supported collaboration for quality in design

Over the last decade quality function deployment or QFD, thanks to the efforts of Akao and others, has gained widespread popularity in its applicability to business and industry. Many organizations have adopted it as a tool of continuous improvement in their quest for quality through total quality management (TQM). QFD in simple terms, has been looked on as a mechanism of translating the customers’ expectations of a particular product or service into product planning, parts development, process planning, and production planning. Explores the robustness of QFD for translating the available knowledge within a product design group into appropriate design choices, ones that consider the customer’s view of quality throughout the product’s entire life cycle. Conventional QFD analysis allows equity of participation through “consensus”, but often trades outcomes influenced by expertise for those attained with “fairness”. This process may lead to less than optimal results. Discusses the role of group support systems (GSS) to improve the qualitative discussion of the whats and the hows in the QFD process. Also introduces influence allocation processes, methods that allow differential weighting of participants and an incremental usage of knowledge within groups. Discusses their potential impact for QFD analysis

Key success factors for lean implementation in the Eastern Cape automotive industry

Lean manufacturing has become an integral part of the global automotive industry where manufacturers strive to improve quality, reduce costs while providing customers with more variety. Organisations are implementing the Lean Production System (LPS) as a process improvement methodology to deliver their products faster, better quality and at a lower cost (Laureani & Antony, 2012). This is accomplished through the elimination of waste and continuous improvement (Kaizen). Through the effective implementation of lean principles, an organisation can realise cost competitiveness, process improvement and ultimately gain a competitive advantage. Although the theory of lean manufacturing is based on the implementation of tools, techniques and operational methods, many organisations that have implemented Lean have not reaped its full benefit. Thus, the realisation that lean manufacturing must consist of more than the summation of its operational based principles, tools and techniques. It has to be approached as a philosophy, which encompasses the entire organisation (Womack & Jones, 1996). Lean is a way of thinking and not merely the implementation of thoughts (Bhasin & Burcher, 2006). Laureani & Antony (2012) added that the fundamentals behind Lean are continuous improvement, waste elimination and employee empowerment. Lean introduction is more than the redesign of processes; the most important change must be in the knowledge of the employees (Dombrowski, Mielke & Engel, 2012). The literature clearly states that the successful implementation of a lean production system depends on more than the application of lean tools and techniques. Many authors and researchers hint that another critical factor associated with its implementation is the human aspect of the organisation. Hence, this study will examine the human related Key Success Factors (KSF‟s) required for the successful implementation of a lean system

Development of a first generation perfusion process and medium for continuous processing based on existing fed-batch platform media

Process intensification leveraging perfusion offers tremendous potential for yield improvement over fed-batch processes for the production of monoclonal antibodies. In the context of continuous processing, the goal is to achieve highly intensified perfusion processes that allow substantial footprint reduction and enable flexible adaptation in new facilities. However developing a perfusion process and medium without prior technology requires leveraging the existing fed-batch platform knowledge. Evolving a medium for perfusion relies on designing suitable mixtures of basal and feed media that serve as adequate starting points for development. Focus on optimization of the medium to decrease byproduct waste, reduce unnecessary cell growth and enhance specific productivity is critical. Doing so would allow a more robust and controlled process, and allow steady-state to be more attainable which will aid in maintaining consistent product quality for continuous processing. Moreover, reducing medium utilization hence the ability to operate under lower cell specific perfusion rate was important in order to have a more economical and nimble process. In order to overcome the conventional perfusion medium bottlenecks of equipment capacity, liquid handling, transfer and storage, a different strategy to managing large bulk volume had to be undertaken in order to make fit for an existing small pilot plant. The approach to establishing a first generation perfusion process starting from a fed-batch platform will be shared. Examples demonstrating continuous perfusion and volumetric productivity of \u3e 1 g/L-day under low CSPR will be discussed

Hiljaisen tiedon hyödyntäminen tuotantoprosessin kehittämisessä

When work stages are lacking standard operating procedures, the same tasks are done differently leaning heavily on the experience and the tacit knowledge of the operator. The research problem is that production targets are not always reached with given time and materials, because of the variation between different shifts in the quality and the production efficiencies. The aim of this study is to find the key work stages and the key talents that are effecting on the production stability and to plan a road map how the variation can be stabilized in long-term This thesis consists of the conceptual analysis of Lean Manufacturing theory and impact on work standardization, and theory of Knowledge Management, in scope of tacit knowledge and its transferring methods to explicit form. The second part is the empirical part, in which the information of the key challenges of hitting targets of the case company was gathered interviewing and studying historical data. The empirical data is in addition based on researcher´s own experience. Using the theoretical background, the suggestion was made for mapping the knowledge gaps in the case company and develop tools to transfer tacit knowledge to be shared as standard operation procedures within the production teams. The goal is to improve eventually production stability so that the targets can be achieved in every shift irrespective who is working on the shift. The purpose was to achieve a feasible road map for the process improvement. By creating the road map for standardizing the key tasks, production stability and output reliability can be achieved, which leads to more flexible production and better customer service in long-term. Production stability comes from producing planned products in the right quality, at the right time and in the right quantity. Standardized processes are also the key for continuous improvement; improvement process starts from the existing standards

Managing Teacher Preparation for Curriculum Execution and School Improvement in Rivers State

The teacher remains a critical part of the epicenter of the educational system. The importance attached to the role of the teacher in curriculum execution and value orientation makes teacher preparation or his future duties and responsibilities no less critical. In this paper therefore, teacher preparation is conceived and defined as an academic process (theory and practical) geared towards exposing and inculcating in the would-be teacher the required knowledge, skills, capacities, values and standards for a successful teaching career and increasing school and students improvement. Thus, this paper explores the place of’ managing the preparation of a would-be teacher with the aim of achieving the production of teachers with cutting edge qualities capable of leveraging learning environment and experiences that make learners responsive to the demands of globalization at a given level. To this end, the paper focused on planning issue, social perception of the teaching profession, issues of infrastructure, financial issues, policy issues, quality issues, entry processes, issues of motivation, profession issues, entry criteria. On the other hand, requirements for entering into the teaching profession, continuous professional learning, development and improvement, conditions for effective job execution and increased productivity, leveraging and standards are considered as continuing teacher preparation. The reason being that teaching is a “living thing” and dynamic phenomenon. Keywords: Managing, teacher preparation, curriculum execution and school improvement

Influence of textile cord tension in cap ply production

The deep knowledge about manufacturing processes, as well as their optimization, present themselves as indispensable factors in the search for the best product quality. It is this point of view of continuous improvement that makes companies in profitable and sustainable way. This paper presents a study about unwinding tension of textile cords in the cap ply manufacturing process, using machines called cap-strips for production. In this work, tension can be understood as the tensile force exerted on the cord. This study determines the influence of unwinding tension on the physical and shrinkage properties of the cord, as well as on the properties of cap ply, namely green adhesion and peel adhesion. Furthermore, the impact of cord tension on tire uniformity and the manufacturing process itself was also studied. All conclusions are based on the performed experiments and the execution of statistical tests. This work allows to conclude that the unwinding tension of the textile cords have some impact on the cap ply properties but have no influence on the tire uniformity.info:eu-repo/semantics/publishedVersio

Framework for continuous improvement of production processes

This research introduces a new approach of using Six Sigma DMAIC (Define, Measure, Analyse, Improve, Control) methodology. This approach integrates various tools and methods into a single framework, which consists of five steps. In the Define step, problems and main Key Performance Indicators (KPIs) are identified. In the Measure step, the modified Failure Classifier (FC), i.e. DOE-NE-STD-1004-92 is applied, which enables to specify the types of failures for each operation during the production process. Also, Failure Mode and Effect Analysis (FMEA) is used to measure the weight of failures by calculating the Risk Priority Number (RPN) value. In order to indicate the quality level of process/product the Process/Product Sigma Performance Level (PSPL) is calculated based on the FMEA results. Using the RPN values from FMEA the variability of process by failures, operations and work centres are observed. In addition, costs of the components are calculated, which enable to measure the impact of failures on the final product cost. A new method of analysis is introduced, in which various charts created in the Measure step are compared. Analysis step facilitates the subsequent Improve and Control steps, where appropriate changes in the manufacturing process are implemented and sustained. The objective of the new framework is to perform continuous improvement of production processes in the way that enables engineers to discover the critical problems that have financial impact on the final product. This framework provides new ways of monitoring and eliminating failures for production processes continuous improvement, by focusing on the KPIs important for business success. In this paper, the background and the key concepts of Six Sigma are described and the proposed Six Sigma DMAIC framework is explained. The implementation of this framework is verified by computational experiment followed by conclusion section

Cultivating Collaborative Improvement: An Action Learning Approach

As competitive pressure mounts to innovate in the global knowledge economy, many organizations are exploring new ways of collaborating with their supply chain partners. However, the process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organizational change and inter-organizational improvement in practice is `action learning¿. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganizational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise involving a large system integrator in the automotive industry and three of its\ud suppliers. Based on this experience, a practical learning model is offered to promote and facilitate inter-organizational change as part of a collaborative improvement process