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 Processes
Riordan 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...
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.htm
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.goldpractices.com/practices/spc/index.php
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