Team c powerpoint presentation w6

Editor's Notes

• #5: As defined in the flowchart numerous areas create numerous issues. The main decision points include the company obtaining each required part in a timely fashion. The second area involves shipping and research and developments. The main issue involves the electric motor division that bottlenecks production and leads to uncompleted orders as they wait for materials. The company understands the controls in place mainly with the owner of the company and governmental ties. The question of how to increase motor production will fall on the newly established team.Once the team assembles the DMAIC process takes over but the inclusion of the Chinese management requires a buy-in.
• #6: Following the DMAIC model Riordan understands the need to increase production. As part of the process, the determination includes an examination of the facility and attempt to locate any problems. Next measuring the output and examining each steps to determine the process improvements available through the Six-Sigma methods.The next step involves analyzing why the company cannot reach Riordan’s production schedule. Does the Chines company follow too many steps? Can hiring low cost staffing offer an alternative to the plant? Finally seeking the answers to the questions offer both Riordan and the motor company the ability to improve not only the product but also increase the quantity of products that are built in a specified timeframe. Control as part of the last step involves continuing the teamwork between Riordan and the Chinese company. This not only allows the partnership to evolve but also allows research and development to move some projects to the Chinese motor plant and speed up the production of special order product.
• #7: With communications barriers at the Chinese location, with their manager being out, there is a possibility that things are not going to get done. The high cost of shipment is high because of the weather and the shipment between Hangzhou Port and Shanghai Port.
• #8: The issues drawn include locating more sources because clearly the operation needs more motors to meet demands. As part of the project each person listed commits to work with the local factories to bring production up to specifications. Assignment of the project include the above roles and responsibilities. Each person or area responsible must follow the directions of the company to make sure the Chinese operation occurs with minimal problems. The project sponsor remains in the hands of Charles Williamson the vice president of international operations. The functional owner Robert Lord, director of plant operations oversees as functional owner. He determines the requirements because he is on the ground in China. The project manager will be an outside person hired in with an expertise in Chinese change. He or she works directly with Bob Havinga and Kenneth Collins but will have ultimate responsibility with those two reporting directly to him. The steering committee includes Bob Pines, the Chinese national assistant plant manager and Mark Neitzel, operations vice president or his designated representative. The reason for this is each understands the logistics in China. Finally the SME will be brought in from the outside to incorporate an outside influence.
• #9: As defined by our schedule we have numerous steps that provide benefits to the company. The first portion has already been determined but we have a month to make any changes. The next step involves visiting the current vendors and determine if we can provide any opportunities to improve their process or locate additional or substitute vendors. Part of the January process also includes an identification of problems with the vendor chain. Next once everyone has finished a root analysis discussion takes place and we define areas of improvement and the next steps required with the chosen vendor groups and new vendors. This also goes into the beginning of the solutions analysis with all parties involved. Once this entire portion is complete we define everything on a flow chart, then readjust and redesign the processes required. At the end of this process we begin to implement the improvements that offer incentives at each step of the supply chain. During the last two steps we determine any adjustments and implement those changes. Part of this involves the additional step to determine te benefits and also a team review. This is followed with a team review and ongoing management discussions. From the midpoint each step is monitored. Finally at the end of the project we complete a determination report to assess the project.
• #10: The following Gantt Chart is for the creation of the new process by Riordan Manufacturing. It begins with the planning the new process stage that consists of 30 days. In the 30 days Riordan will form the design process team, test process team, identify the partners in the venture, and create a budget for the project. Once the planning stage is completed, the design team with the engineers will create a updated/new process in the developmental testing phase. It is projected the team will have a new process in 8 months. The team will create a operational test to ensure the process works as intended. Developmental and operational test will overlap to ensure no time is wasted. Once testing is complete the process will go into full rate production once management approves it in phase 3 of operational testing.
• #11: Riordan Manufacturing Company is creating a lean company utilizing and six-sigma DMAIC process. Three areas are identified: Parts for the electrical fans in China, having the products to create the electrical fans, and shipping. The new process has a potential for bottleneck because of the raw materials and shipping.