Management Assignment and Notes

Pages: 3 (1253 words) Published: October 28, 2014

Report – You MUST address all the SUB-HEADINGS
(The Report is of 4 sections – highlighted are the sub-headings. Coat answers from the Student resource book)
The results of your manufacture to date in terms of quantity and quality. References - data monitoring tools including but not limited to: Error check sheets
Control charts
Seven wastes audit form.
A paper plane is a toy aircraft, usually a glider made out of paper or paperboard In recent times, paper model aircraft have gained great also have gained many new and exciting designs over the years, and gained much in terms of flight performance. the researchers can understand that different types of paper can change the paper plane’s airflow. The researchers will also learn the important paper properties like strength, stiffness, stretch, weight, and texture. All of these properties have an effect on the actual folding of the paper, but when it comes to flying paper planes the three most important are stiffness, weight, and texture. It’s important to realize the basics of why and how paper airplanes fly. They create lift and drag, and are stable or unstable for the same reasons. Several years ago, we realised that there was no consistency in how we were handling basic processes. we had very few processes that were written down. We made plane but as we grew, the errors were killing us. So [company president and CEO] Suzette [Racine] and I realized we needed to do something. We identified a handful of processes that were done five different ways by five different people. We had a meeting with each department: office staff, inside sales, outside sales, receiving, and so on.We started each meeting by documenting what we were doing and then had roundtable discussions to decide what we thought was the correct way. We went back and forth, adding steps we'd missed, taking out unnecessary steps, making improvements. We did that for every major process. And here's the scary part: once we...
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