This document discusses a research article that proposes extending the concept of continuous process improvement beyond manufacturing using the Plan-Do-Check-Act (PDCA) cycle. The article seeks to identify functions involved in the value addition process and categorize them into the four phases of the PDCA cycle. It identifies six core functions in value addition: research and innovation, design, manufacturing, assembly, packaging, and quality control/inspection. These are divided into three phases - pre-production (research and design), in-production (manufacturing, assembly and packaging), and post-production (quality control). The article argues this model can help evaluate and continuously improve value addition by considering the roles of all relevant functions through the PDCA framework
Analysis of ship to use program stu a case study to investigate the effectiveIAEME Publication
This document analyzes the effectiveness of a supplier certification program called Ship To Use (STU) for a manufacturing company. It first reviews literature on supplier development programs and their benefits. It then describes the STU program and process for the case company. The methodology section proposes collecting supplier data from the SAP system to identify STU parts from previous and current years, and compare parts withdrawn due to quality issues to calculate STU program effectiveness. Analysis of 196 suppliers found the STU program to be 90.22% effective in maintaining supplier quality based on this metric. The study provides a method to evaluate certification program effectiveness.
IRJET- Ethical Climates as a Moderator on the Relationship between Lean M...IRJET Journal
This document discusses a study that examined the relationship between lean manufacturing practices (LMP), manufacturing performance, and the moderating role of ethical climate among Malaysia's manufacturing organizations. The study collected data from 335 manufacturing organizations and analyzed it using PLS-SEM techniques. The results found a positive relationship between LMP and manufacturing performance. It also found a positive relationship between ethical climate and manufacturing performance. However, ethical climate did not significantly moderate the relationship between LMP and manufacturing performance, though further analysis showed it may do so under different conditions. The study contributes to understanding these relationships in Malaysian manufacturing contexts and the potential moderating role of ethical climate.
IRJET- A Study on Quality Management System and Customer Satisfaction in Cons...IRJET Journal
This document discusses quality management systems and customer satisfaction in construction companies. It begins with an abstract that outlines that quality, time, and cost are key factors in project success and customer satisfaction. It then reviews literature on quality management practices and principles in the construction industry. Several studies are discussed that examined factors like quality assurance, total quality management, and quality planning and their impact on organizational performance and customer satisfaction in construction projects. The document concludes that implementing quality management principles and practices can help construction companies improve performance and achieve higher levels of customer satisfaction.
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
Implementing total quality management to improve facilitiesLaukik Raut
This research work aims to understand Total Quality Management concepts and evaluating the extent of TQM
implementation in Mechanical Engineering Department through student feedback survey.
In keeping with the newer demands that have been placed on the self financed educational system by the various
stakeholders, the technical educational system in particular, has been pressured to shift its focus from one in
quantitative expansion to one with emphasis on quality. Growth and survival of these institutes is fully
depending on their competitive working style, opinions of their customers/students about their performance, and
contribution to economic growth. It is being increasingly recognized that high quality of products and services
are associated with customer satisfaction and they are the key points for survival for any organization whether
educational or otherwise. Not oblivious to the need for adaptation to serve the interests of its stakeholders, in
terms of greater responsiveness, the educational system has begun to realize the significance of total quality
management (TQM) in education.
There is an increasing trend in competition on the global market and this has compelled many manufacturing and service companies to revise their understanding of quality. Customers today make informed choices and patronize products and services based on their quality. There are also regulations which are established by government agencies to ensure that products and services are of expected quality that satisfies the needs of the customer. This demand from customers has triggered a need for manufacturing companies to always provide quality products to stay in competition. Provision of quality products has a cost element attached to it. The study was a case study and focused on the assessment of cost of quality and its effect on manufacturing performance. There have been several researches that have shown the relevance of cost of quality assessment in a manufacturing firm. This research looks at cost of quality with specific emphasis on the classical P-A-F (Prevention-Appraisal-Failure) cost model and tries to ascertain its effects on manufacturing performance. The study focused on Special Ice Company Limited as a case study. The study employed three categories namely, cost of prevention, cost of appraisal and cost of failure as a proxy for cost of quality on the manufacturing performance. A sample of 80 participants was randomly selected for this study. Primary data was collected and analyzed. The findings show that the cost of quality element like cost of external failure and cost of appraisal had a statistically significant impact on the manufacturing performance of the company. A semi-structured interview was also conducted with the Manager Director to further understand the posturing of the top management with regards to the study. The study recommended that the organization make a conscious effort to sensitize employees to understand the cost of quality and its implications on the manufacturing performance of the company and also appraise their production processes at all times and ensure their entire staff adhere to accepted procedures. Again, the study also recommended that top management get actively involved and make a conscious effort to incorporate the cost of quality in their decision-making process and get all staff to align and adhere to it and also pay close attention to customer complaints act on it to improve on the products.
7 qct optmisation in new product development detailed study on inter-links ...prjpublications
This document summarizes an article about optimizing quality, cost, and time (QCT) in new product development. It discusses how these three objectives are interrelated and often require trade-offs. It proposes using a systematic, analytical approach to quantify the interrelationships between objectives to help with trade-off decision making. This would assess how movement in one objective impacts others. For example, reducing development time could increase costs. The document also discusses using profitability metrics like profitability index, net present value, and payback period to evaluate trade-offs based on long-term profitability. Graphically representing cash flows can help assess trade-offs subject to the specific project's profitability targets.
Analysis of ship to use program stu a case study to investigate the effectiveIAEME Publication
This document analyzes the effectiveness of a supplier certification program called Ship To Use (STU) for a manufacturing company. It first reviews literature on supplier development programs and their benefits. It then describes the STU program and process for the case company. The methodology section proposes collecting supplier data from the SAP system to identify STU parts from previous and current years, and compare parts withdrawn due to quality issues to calculate STU program effectiveness. Analysis of 196 suppliers found the STU program to be 90.22% effective in maintaining supplier quality based on this metric. The study provides a method to evaluate certification program effectiveness.
IRJET- Ethical Climates as a Moderator on the Relationship between Lean M...IRJET Journal
This document discusses a study that examined the relationship between lean manufacturing practices (LMP), manufacturing performance, and the moderating role of ethical climate among Malaysia's manufacturing organizations. The study collected data from 335 manufacturing organizations and analyzed it using PLS-SEM techniques. The results found a positive relationship between LMP and manufacturing performance. It also found a positive relationship between ethical climate and manufacturing performance. However, ethical climate did not significantly moderate the relationship between LMP and manufacturing performance, though further analysis showed it may do so under different conditions. The study contributes to understanding these relationships in Malaysian manufacturing contexts and the potential moderating role of ethical climate.
IRJET- A Study on Quality Management System and Customer Satisfaction in Cons...IRJET Journal
This document discusses quality management systems and customer satisfaction in construction companies. It begins with an abstract that outlines that quality, time, and cost are key factors in project success and customer satisfaction. It then reviews literature on quality management practices and principles in the construction industry. Several studies are discussed that examined factors like quality assurance, total quality management, and quality planning and their impact on organizational performance and customer satisfaction in construction projects. The document concludes that implementing quality management principles and practices can help construction companies improve performance and achieve higher levels of customer satisfaction.
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
Implementing total quality management to improve facilitiesLaukik Raut
This research work aims to understand Total Quality Management concepts and evaluating the extent of TQM
implementation in Mechanical Engineering Department through student feedback survey.
In keeping with the newer demands that have been placed on the self financed educational system by the various
stakeholders, the technical educational system in particular, has been pressured to shift its focus from one in
quantitative expansion to one with emphasis on quality. Growth and survival of these institutes is fully
depending on their competitive working style, opinions of their customers/students about their performance, and
contribution to economic growth. It is being increasingly recognized that high quality of products and services
are associated with customer satisfaction and they are the key points for survival for any organization whether
educational or otherwise. Not oblivious to the need for adaptation to serve the interests of its stakeholders, in
terms of greater responsiveness, the educational system has begun to realize the significance of total quality
management (TQM) in education.
There is an increasing trend in competition on the global market and this has compelled many manufacturing and service companies to revise their understanding of quality. Customers today make informed choices and patronize products and services based on their quality. There are also regulations which are established by government agencies to ensure that products and services are of expected quality that satisfies the needs of the customer. This demand from customers has triggered a need for manufacturing companies to always provide quality products to stay in competition. Provision of quality products has a cost element attached to it. The study was a case study and focused on the assessment of cost of quality and its effect on manufacturing performance. There have been several researches that have shown the relevance of cost of quality assessment in a manufacturing firm. This research looks at cost of quality with specific emphasis on the classical P-A-F (Prevention-Appraisal-Failure) cost model and tries to ascertain its effects on manufacturing performance. The study focused on Special Ice Company Limited as a case study. The study employed three categories namely, cost of prevention, cost of appraisal and cost of failure as a proxy for cost of quality on the manufacturing performance. A sample of 80 participants was randomly selected for this study. Primary data was collected and analyzed. The findings show that the cost of quality element like cost of external failure and cost of appraisal had a statistically significant impact on the manufacturing performance of the company. A semi-structured interview was also conducted with the Manager Director to further understand the posturing of the top management with regards to the study. The study recommended that the organization make a conscious effort to sensitize employees to understand the cost of quality and its implications on the manufacturing performance of the company and also appraise their production processes at all times and ensure their entire staff adhere to accepted procedures. Again, the study also recommended that top management get actively involved and make a conscious effort to incorporate the cost of quality in their decision-making process and get all staff to align and adhere to it and also pay close attention to customer complaints act on it to improve on the products.
7 qct optmisation in new product development detailed study on inter-links ...prjpublications
This document summarizes an article about optimizing quality, cost, and time (QCT) in new product development. It discusses how these three objectives are interrelated and often require trade-offs. It proposes using a systematic, analytical approach to quantify the interrelationships between objectives to help with trade-off decision making. This would assess how movement in one objective impacts others. For example, reducing development time could increase costs. The document also discusses using profitability metrics like profitability index, net present value, and payback period to evaluate trade-offs based on long-term profitability. Graphically representing cash flows can help assess trade-offs subject to the specific project's profitability targets.
The document discusses major obstacles and relationships among barriers in implementing lean manufacturing in Indian industries. It identifies the key barriers through a literature review and survey of various industries. The top 6 barriers are found to be market volatility, industry layout, resistance to change, cost factors, product variety, and sustainability. There are also relationships between certain barriers. Overcoming these barriers will require commitment from management and employees as well as awareness training. Addressing the relationships between barriers through a coordinated strategy can help in lean implementation.
A review of application of some product development technoques applied in eng...eSAT Journals
Abstract
New product development is always challenging and creative task in today’s era of globalization. Various internal and external factors are to be considered in the entire product development process. The concerned internal factors are skilled workforce with the organization, Budgetary provision for new product development, infrastructural and other resources available with organizations etc. While the external factors are requirement of the Customers, legal issues, Government policies, market segments and prevailing situations in the market. Considering the complexity in the product development process various new techniques of product development are being introduced by the industries, as well as proposed by researchers and academia. Lean product development, Quality Function Deployment, Six sigma is some of the techniques. In recent years there is a new technique being opted by the industry called as Advanced Product Quality Planning (APQP) .This paper is an attempt to review the developments of APQP and efforts being taken by the researchers in the development of APQP.
Keywords:-APQP, Six sigma, QFD, NPD techniques, APQP methodology, advantages of APQP
This document discusses total quality management (TQM) and its application in library and information sectors. It provides definitions and principles of TQM, as well as common tools and techniques used, such as check sheets, cause-and-effect diagrams, Pareto charts, flow charts, and the PDCA cycle. The document outlines benefits of implementing TQM, such as improved products/services, decreased defects, increased productivity, and competitive advantages. Overall, the document presents TQM as a comprehensive management approach for continuous quality improvement and achieving long-term success through customer satisfaction.
The document summarizes the goals and activities of the Global Manufacturing Roundtable (GMR), a consortium run by Cranfield School of Management. The GMR aims to address challenges faced by manufacturing and services practitioners in the UK by facilitating sharing of ideas and best practices. It offers member companies opportunities to participate in research projects, access findings and new approaches, and network with other members. Recent GMR research has examined topics like strategic global manufacturing management, manufacturing flexibility, and improving new product introduction.
Application of Quality Tools to Reduce Failure Identification in an Automotiv...IJAEMSJORNAL
Quality tools utilization is a reality in several industry segments, including automotive. Its adoption comes from the business needs of more robust and reliable process, promoting actions that reduce deviations and losses related to rework, through teamwork activities and easy visualization graphic tools that reach all operation levels. This case study found the effectiveness of quality tools application on an engine factory with the target to solve issues related to identification issue and increase process traceability through a Kaizen activity, where during a discussion were utilized some quality tools such as Pareto Analysis, Ishikawa diagram, 5 Whys, 5W1H and brainstorming. As results, it was possible to reach more than 50% evolution on the engines identification inconsistencies indicator. At the end of the study, it was found too additional benefits that came from a cross-functional team with several departments from the studied factory, such as paper waste reduction and simple automation tool application within logistic process, items that align the production process to the market demand of paperless concept application and increase the process automation level.
Application of voc translationtools a case studyiaemedu
This document provides an overview of tools that can be used to translate customer needs and preferences into product design. It discusses conjoint analysis, which measures customer preferences to help simulate customer reactions to new products. The document also mentions other voice of the customer tools like Kano analysis, Pugh matrix, quality function deployment that can be used in the new product development process to help bridge the gap between marketing and design. It emphasizes the importance of understanding customer desires early in development through market research to improve the success rate of new products.
This document provides an overview of project management concepts including:
- The purpose of project management is to ensure objectives are met on schedule and budget through communication, meetings, reviews, and monitoring.
- Project management involves planning, organizing, controlling, and measuring a group of linked activities with a clear start and end point to achieve specific results.
- Techniques like CPM, PERT, and Gantt charts are used to plan projects, identify critical paths, determine slack times, and monitor progress. Project crashing can potentially reduce durations but at increased cost.
- The project life cycle typically involves phases like planning, implementation, testing, and closure with varying resource needs and uncertainty levels through the process.
Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
Effect of Lean Manufacturing on Operational Performance: An Empirical Study o...IRJET Journal
This document discusses a study on the effect of lean manufacturing on operational performance in the Indian automobile manufacturing industry. The study aims to identify critical factors for lean manufacturing success and examine the relationship between lean manufacturing and operational performance. Based on literature review, the study identifies 10 key lean success factors. A conceptual framework and hypotheses are proposed relating these factors to operational performance. Empirical data is collected through a questionnaire and analyzed using factor analysis and structural equation modeling. The results provide evidence that lean manufacturing has a statistically significant positive relationship with operational performance in the Indian automobile industry.
Lean manufacturing principles were pioneered by Toyota and have led to increased productivity and quality. However, simply copying Toyota's practices without customizing for one's own industry often fails to achieve benefits. Lean aims to reduce seven types of waste regardless of industry. For mould making, lean can reduce lead times and costs by cutting non-value-added activities, enabling competition. The author recommends using kaizen events to involve employees in identifying waste and driving continuous improvement through accepting and sustaining lean changes.
IRJET- Evaluating the Performance of Plant by Overall Equipment Effectiveness...IRJET Journal
This document discusses evaluating plant performance using Overall Equipment Effectiveness (OEE) and proposes a new metric called Overall Resource Effectiveness (ORE). ORE expands on OEE by accounting for additional factors like readiness, changeover efficiency, and availability of materials and manpower. The document presents a case study evaluating ORE at a manufacturing plant. It finds that implementing total productive maintenance approaches like ORE can help improve machine life and reduce failures by identifying areas for improvement.
Study on the Impact of ISO Certification on the Quality Culture of Constructi...IRJET Journal
This document discusses a study on the impact of ISO 9001 certification on quality culture in construction companies. The study aims to compare quality of construction between ISO and non-ISO certified companies. Questionnaires were used to collect data on factors like management commitment, customer satisfaction, materials usage, etc. from both certified and non-certified companies. Statistical analysis using SPSS found significant differences between the two groups for most factors. The results suggest ISO certification may help improve quality performance in the construction industry.
A Review on Performance Management and Appraisal in Construction Industry Tow...IRJET Journal
This document reviews performance management and appraisal in the construction industry and its impact on project performance. It discusses various frameworks for performance measurement and defines performance management and appraisal. It identifies factors that affect performance like attendance, quality of work, job knowledge, and behavioral factors. The document outlines the objectives, need, and scope of studying performance appraisal in the construction industry. It discusses various researchers' statements on tools for performance evaluation and developing a performance management process. Finally, it concludes that focusing on identified performance, behavioral, grading, personal effectiveness, and social factors can improve employee performance and increase project profits.
This document discusses the concepts, evolution, and global acceptability of Total Quality Management (TQM). It provides definitions of TQM and outlines its key concepts, including continuous improvement, customer focus, and employee involvement. The evolution of TQM is described moving from quality control to a more strategic and culturally-driven approach. The document also summarizes the acceptance and implementation of TQM in various regions including Japan, the US, Europe, and developing economies.
2011-01-01 published journal article hande yilmazHANDE YILMAZ
The document describes applying Quality Function Deployment (QFD) and Analytic Hierarchy Process (AHP) to optimize the design of a ceramic washbasin. QFD was used to determine customer needs and technical requirements through interviews. Key customer needs identified were that the basin should not splash water, be easy to clean, look good, resist bacteria/stains, prevent soap from spilling, and last a long time. AHP was then used to prioritize these customer needs by having customers provide pairwise comparisons. The results will help optimize the basin design to better meet customer wants.
The document discusses quality and several quality gurus. It defines quality according to dictionaries and standards and introduces seven key quality gurus: W. Edwards Deming, Joseph Juran, Philip Crosby, Shigeo Shingo, Kaoru Ishikawa, Yoshio Kondo, and Taiichi Ohno. It provides brief biographies of each guru and summaries of their major contributions to quality management philosophies.
This document is the proceedings of the first Afro-Ueropean Conference for Industrial Advancements held in 2014. It contains research presented at the conference and is published in volume 334 of the conference series. The document includes information about its digital object identifier, library of congress control number, and publisher.
2016 book published road accidents and safety from addis ababa to hawassaKassu Jilcha (PhD)
This document provides acknowledgements and thanks to various individuals and organizations that assisted with the author's dissertation work. It thanks advisors, colleagues, family members, and the Ethiopian Transport Authority for their guidance and support throughout the dissertation process. It also acknowledges the author's wife for helping to edit and compile the paper. The abstract then introduces that the paper will discuss the growing problem of road traffic accidents on roads from Gelan to Tukurwuha in Ethiopia, and will analyze causes, risks, interventions, and potential solutions.
This paper investigates how lean thinking can improve occupational safety and health in manufacturing industries. It discusses how developing countries are expanding their manufacturing industries through technology transfer but often neglect workplace safety, resulting in lost productivity from accidents, absenteeism, and equipment damage. Using literature reviews and safety data from Ethiopian industries, the paper finds little consideration of lean safety practices. Data on Ethiopian industries show over 1,600 accidents in 2012, costing over 11,000 lost workdays. The paper concludes lean tools like 5S can help reduce these costs by improving safety culture and hazard management.
2015 workers and machine performance modeling in manufacturingKassu Jilcha (PhD)
The document describes a simulation study of workers and machine performance in an Ethiopian plastics industry. An Arena simulation model was developed to model the production processes and determine throughput, waiting times, and potential bottlenecks. The model included three submodels for worker distribution, continuous extrusion, and injection molding. Data was collected from the factory and fitted to distributions. The model was verified and validated. Simulation results identified bottlenecks and low throughput due to worker and machine performance issues. Recommendations were made to address bottlenecks and improve performance.
This document summarizes a research paper that investigates minimizing the makespan of a job shop production system at Dejena Aviation Industry using a shifting bottleneck heuristic algorithm. The paper analyzes production data from 5 machines and 5 jobs. It finds that applying the shifting bottleneck algorithm reduces the total makespan by 8.33%. Machine 1 and 3 are the least utilized at 41% and 36% respectively, while machine 3 and 5 are the busiest at 64% and 59%. The algorithm iteratively identifies bottleneck machines and reschedules jobs to minimize the maximum lateness time and reduce the makespan.
The document discusses major obstacles and relationships among barriers in implementing lean manufacturing in Indian industries. It identifies the key barriers through a literature review and survey of various industries. The top 6 barriers are found to be market volatility, industry layout, resistance to change, cost factors, product variety, and sustainability. There are also relationships between certain barriers. Overcoming these barriers will require commitment from management and employees as well as awareness training. Addressing the relationships between barriers through a coordinated strategy can help in lean implementation.
A review of application of some product development technoques applied in eng...eSAT Journals
Abstract
New product development is always challenging and creative task in today’s era of globalization. Various internal and external factors are to be considered in the entire product development process. The concerned internal factors are skilled workforce with the organization, Budgetary provision for new product development, infrastructural and other resources available with organizations etc. While the external factors are requirement of the Customers, legal issues, Government policies, market segments and prevailing situations in the market. Considering the complexity in the product development process various new techniques of product development are being introduced by the industries, as well as proposed by researchers and academia. Lean product development, Quality Function Deployment, Six sigma is some of the techniques. In recent years there is a new technique being opted by the industry called as Advanced Product Quality Planning (APQP) .This paper is an attempt to review the developments of APQP and efforts being taken by the researchers in the development of APQP.
Keywords:-APQP, Six sigma, QFD, NPD techniques, APQP methodology, advantages of APQP
This document discusses total quality management (TQM) and its application in library and information sectors. It provides definitions and principles of TQM, as well as common tools and techniques used, such as check sheets, cause-and-effect diagrams, Pareto charts, flow charts, and the PDCA cycle. The document outlines benefits of implementing TQM, such as improved products/services, decreased defects, increased productivity, and competitive advantages. Overall, the document presents TQM as a comprehensive management approach for continuous quality improvement and achieving long-term success through customer satisfaction.
The document summarizes the goals and activities of the Global Manufacturing Roundtable (GMR), a consortium run by Cranfield School of Management. The GMR aims to address challenges faced by manufacturing and services practitioners in the UK by facilitating sharing of ideas and best practices. It offers member companies opportunities to participate in research projects, access findings and new approaches, and network with other members. Recent GMR research has examined topics like strategic global manufacturing management, manufacturing flexibility, and improving new product introduction.
Application of Quality Tools to Reduce Failure Identification in an Automotiv...IJAEMSJORNAL
Quality tools utilization is a reality in several industry segments, including automotive. Its adoption comes from the business needs of more robust and reliable process, promoting actions that reduce deviations and losses related to rework, through teamwork activities and easy visualization graphic tools that reach all operation levels. This case study found the effectiveness of quality tools application on an engine factory with the target to solve issues related to identification issue and increase process traceability through a Kaizen activity, where during a discussion were utilized some quality tools such as Pareto Analysis, Ishikawa diagram, 5 Whys, 5W1H and brainstorming. As results, it was possible to reach more than 50% evolution on the engines identification inconsistencies indicator. At the end of the study, it was found too additional benefits that came from a cross-functional team with several departments from the studied factory, such as paper waste reduction and simple automation tool application within logistic process, items that align the production process to the market demand of paperless concept application and increase the process automation level.
Application of voc translationtools a case studyiaemedu
This document provides an overview of tools that can be used to translate customer needs and preferences into product design. It discusses conjoint analysis, which measures customer preferences to help simulate customer reactions to new products. The document also mentions other voice of the customer tools like Kano analysis, Pugh matrix, quality function deployment that can be used in the new product development process to help bridge the gap between marketing and design. It emphasizes the importance of understanding customer desires early in development through market research to improve the success rate of new products.
This document provides an overview of project management concepts including:
- The purpose of project management is to ensure objectives are met on schedule and budget through communication, meetings, reviews, and monitoring.
- Project management involves planning, organizing, controlling, and measuring a group of linked activities with a clear start and end point to achieve specific results.
- Techniques like CPM, PERT, and Gantt charts are used to plan projects, identify critical paths, determine slack times, and monitor progress. Project crashing can potentially reduce durations but at increased cost.
- The project life cycle typically involves phases like planning, implementation, testing, and closure with varying resource needs and uncertainty levels through the process.
Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
Effect of Lean Manufacturing on Operational Performance: An Empirical Study o...IRJET Journal
This document discusses a study on the effect of lean manufacturing on operational performance in the Indian automobile manufacturing industry. The study aims to identify critical factors for lean manufacturing success and examine the relationship between lean manufacturing and operational performance. Based on literature review, the study identifies 10 key lean success factors. A conceptual framework and hypotheses are proposed relating these factors to operational performance. Empirical data is collected through a questionnaire and analyzed using factor analysis and structural equation modeling. The results provide evidence that lean manufacturing has a statistically significant positive relationship with operational performance in the Indian automobile industry.
Lean manufacturing principles were pioneered by Toyota and have led to increased productivity and quality. However, simply copying Toyota's practices without customizing for one's own industry often fails to achieve benefits. Lean aims to reduce seven types of waste regardless of industry. For mould making, lean can reduce lead times and costs by cutting non-value-added activities, enabling competition. The author recommends using kaizen events to involve employees in identifying waste and driving continuous improvement through accepting and sustaining lean changes.
IRJET- Evaluating the Performance of Plant by Overall Equipment Effectiveness...IRJET Journal
This document discusses evaluating plant performance using Overall Equipment Effectiveness (OEE) and proposes a new metric called Overall Resource Effectiveness (ORE). ORE expands on OEE by accounting for additional factors like readiness, changeover efficiency, and availability of materials and manpower. The document presents a case study evaluating ORE at a manufacturing plant. It finds that implementing total productive maintenance approaches like ORE can help improve machine life and reduce failures by identifying areas for improvement.
Study on the Impact of ISO Certification on the Quality Culture of Constructi...IRJET Journal
This document discusses a study on the impact of ISO 9001 certification on quality culture in construction companies. The study aims to compare quality of construction between ISO and non-ISO certified companies. Questionnaires were used to collect data on factors like management commitment, customer satisfaction, materials usage, etc. from both certified and non-certified companies. Statistical analysis using SPSS found significant differences between the two groups for most factors. The results suggest ISO certification may help improve quality performance in the construction industry.
A Review on Performance Management and Appraisal in Construction Industry Tow...IRJET Journal
This document reviews performance management and appraisal in the construction industry and its impact on project performance. It discusses various frameworks for performance measurement and defines performance management and appraisal. It identifies factors that affect performance like attendance, quality of work, job knowledge, and behavioral factors. The document outlines the objectives, need, and scope of studying performance appraisal in the construction industry. It discusses various researchers' statements on tools for performance evaluation and developing a performance management process. Finally, it concludes that focusing on identified performance, behavioral, grading, personal effectiveness, and social factors can improve employee performance and increase project profits.
This document discusses the concepts, evolution, and global acceptability of Total Quality Management (TQM). It provides definitions of TQM and outlines its key concepts, including continuous improvement, customer focus, and employee involvement. The evolution of TQM is described moving from quality control to a more strategic and culturally-driven approach. The document also summarizes the acceptance and implementation of TQM in various regions including Japan, the US, Europe, and developing economies.
2011-01-01 published journal article hande yilmazHANDE YILMAZ
The document describes applying Quality Function Deployment (QFD) and Analytic Hierarchy Process (AHP) to optimize the design of a ceramic washbasin. QFD was used to determine customer needs and technical requirements through interviews. Key customer needs identified were that the basin should not splash water, be easy to clean, look good, resist bacteria/stains, prevent soap from spilling, and last a long time. AHP was then used to prioritize these customer needs by having customers provide pairwise comparisons. The results will help optimize the basin design to better meet customer wants.
The document discusses quality and several quality gurus. It defines quality according to dictionaries and standards and introduces seven key quality gurus: W. Edwards Deming, Joseph Juran, Philip Crosby, Shigeo Shingo, Kaoru Ishikawa, Yoshio Kondo, and Taiichi Ohno. It provides brief biographies of each guru and summaries of their major contributions to quality management philosophies.
This document is the proceedings of the first Afro-Ueropean Conference for Industrial Advancements held in 2014. It contains research presented at the conference and is published in volume 334 of the conference series. The document includes information about its digital object identifier, library of congress control number, and publisher.
2016 book published road accidents and safety from addis ababa to hawassaKassu Jilcha (PhD)
This document provides acknowledgements and thanks to various individuals and organizations that assisted with the author's dissertation work. It thanks advisors, colleagues, family members, and the Ethiopian Transport Authority for their guidance and support throughout the dissertation process. It also acknowledges the author's wife for helping to edit and compile the paper. The abstract then introduces that the paper will discuss the growing problem of road traffic accidents on roads from Gelan to Tukurwuha in Ethiopia, and will analyze causes, risks, interventions, and potential solutions.
This paper investigates how lean thinking can improve occupational safety and health in manufacturing industries. It discusses how developing countries are expanding their manufacturing industries through technology transfer but often neglect workplace safety, resulting in lost productivity from accidents, absenteeism, and equipment damage. Using literature reviews and safety data from Ethiopian industries, the paper finds little consideration of lean safety practices. Data on Ethiopian industries show over 1,600 accidents in 2012, costing over 11,000 lost workdays. The paper concludes lean tools like 5S can help reduce these costs by improving safety culture and hazard management.
2015 workers and machine performance modeling in manufacturingKassu Jilcha (PhD)
The document describes a simulation study of workers and machine performance in an Ethiopian plastics industry. An Arena simulation model was developed to model the production processes and determine throughput, waiting times, and potential bottlenecks. The model included three submodels for worker distribution, continuous extrusion, and injection molding. Data was collected from the factory and fitted to distributions. The model was verified and validated. Simulation results identified bottlenecks and low throughput due to worker and machine performance issues. Recommendations were made to address bottlenecks and improve performance.
This document summarizes a research paper that investigates minimizing the makespan of a job shop production system at Dejena Aviation Industry using a shifting bottleneck heuristic algorithm. The paper analyzes production data from 5 machines and 5 jobs. It finds that applying the shifting bottleneck algorithm reduces the total makespan by 8.33%. Machine 1 and 3 are the least utilized at 41% and 36% respectively, while machine 3 and 5 are the busiest at 64% and 59%. The algorithm iteratively identifies bottleneck machines and reschedules jobs to minimize the maximum lateness time and reduce the makespan.
2017 knowledge diffusion to workplace safety and health improvementKassu Jilcha (PhD)
This document discusses knowledge diffusion as it relates to improving workplace safety and health. It identifies several challenges in developing countries like workplace hazards, high costs, lost productivity, and lack of management awareness. The key cause of these challenges is the lack of awareness about preventing workplace safety hazards. The paper then discusses how knowledge diffusion through a conceptual model could help address these issues by improving policy, knowledge dissemination, implementation, evaluation and impact. It argues that knowledge diffusion is important for developing economies to improve workplace safety and awareness.
2016 workplace innovation influence on occupational safety and healthKassu Jilcha (PhD)
This document summarizes a research paper on the influence of workplace innovation on occupational safety and health. The paper finds that while workplace innovation has been shown to significantly impact workplace safety and health, this area has been under-researched. Through a literature review, the paper identifies gaps in research on how non-technical innovations like changes to workplace organization, layout, policies and training can affect occupational safety and health. The research aims to address these gaps and better define the relationships between innovation and factors influencing workplace safety.
2016 industrial occupational safety and health innovation for sustainable dev...Kassu Jilcha (PhD)
This document discusses industrial occupational safety and health innovation for sustainable development. It argues that previous research on sustainable development pillars neglected factors like culture, politics, and technology. The document aims to focus on how workplace safety and health innovation can lead to sustainable development by considering these additional pillars. It also examines how innovation in occupational safety and health can lead to outcomes like healthier workers, safer workplaces, reduced accident costs, and improved safety knowledge that contribute to sustainable development.
This study reviews literature on occupational safety and health from 1985 to 2013 to identify gaps and changes over time. It focuses on examining the findings and conclusions of individual studies as well as summarizing collective results on how occupational safety and health has fluctuated and impacted workplaces and humans. The review provides insight into occupational safety and health developments in both developed and developing countries. It analyzed 60 peer-reviewed articles and publications focusing on construction and small-to-medium enterprises in Ethiopia. The study concluded there were commonalities and differences among existing studies and identified overlooked areas to inform future research directions.
This document is the proceedings of the first Afro-Ueropean Conference for Industrial Advancements held in 2014. It contains research presented at the conference and is published in volume 334 of the conference series. The document includes relevant identification numbers to cite the work and was published in Switzerland in 2015.
2015 lean phlosophy for global competitivenses in ethiopian chemical Kassu Jilcha (PhD)
This document discusses lean philosophy and its potential application to improve competitiveness in Ethiopia's chemical industries. It begins with an overview of lean manufacturing principles and tools, noting they aim to eliminate waste and non-value-added activities. It then reviews challenges facing development of Ethiopia's chemical industries, which currently contribute little to GDP. To address this, the document argues lean thinking could help chemical manufacturers increase productivity and efficiency while reducing costs. Full implementation would require commitment from both industry and support institutions.
This document provides a literature review on global occupational safety and health practices and the severity of accidents. It discusses the following key points in 3 sentences:
The literature review identifies existing gaps in previous workplace safety and health management research and proposes areas for future study. Many studies have found that risks to occupational safety and health are increasing globally due to industrialization, but developing countries often overlook workplace safety in their economic policies. The review finds gaps in developing multilevel safety models, knowledge transfer mechanisms, and approaches that consider multiple health factors, and suggests these areas need further research to improve workplace safety and health management.
El documento analiza las estrategias tecnológicas de las empresas. Explica que estas deben integrarse con la estrategia global de la empresa y considerar factores como la orientación a la I+D, el desarrollo de nuevos productos y la adquisición de nuevas tecnologías. También describe herramientas para la evaluación tecnológica, el diseño de la estrategia y su implementación, como el análisis FODA y matrices de posición tecnológica. Finalmente, presenta un marco para la definición de la estrateg
Este documento presenta una cronología bíblica que resume los eventos principales desde el período de los patriarcas hasta la destrucción del segundo templo en el año 70 d.C., incluyendo el éxodo de Egipto, la monarquía de Israel y Judá, el exilio en Babilonia, el regreso bajo Esdras y Nehemías, el período helenístico, el nacimiento y ministerio de Jesús, y los comienzos de la iglesia cristiana.
Materi Diklat Jurnalistik Lingkar Pena dan Jurnalistik (LIPENDIK) lipendik
Dokumen tersebut membahas tiga jenis penulisan yaitu fiksi, nonfiksi, dan faksi. Fiksi bergantung pada imajinasi sedangkan nonfiksi didasarkan pada fakta. Faksi menggunakan fakta namun dikemas secara fiktif.
Este documento presenta instrucciones para que los estudiantes completen actividades sobre circuitos eléctricos en serie y en paralelo. Incluye esquemas de circuitos con bombillas y pilas, así como tablas para calcular voltaje, intensidad, resistencia y potencia. También incluye preguntas sobre cómo se comportarán los circuitos y cómo afectará fundir una bombilla.
El documento contiene preguntas sobre conceptos básicos de física como movimiento rectilíneo uniforme vs movimiento acelerado, masa vs peso, movimiento uniformemente acelerado, caída libre y movimiento parabólico. Las preguntas buscan identificar cuál de las opciones dadas es correcta para cada concepto.
지속 가능한 삶
청정삶터 만들기 5 | 최광수 4
특집기획 - 청정삶터 만들기 프로젝트
청정삶터 시범지역, 마산 지회를 찾아가다 | 편집부 7
지역 활동 소식
서울 역촌동 벼룩장터, ‘빈그릇 캠페인’ | 박소현 17
서울 독산초등학교에서 ‘빈그릇 교육’ | 박소현 20
에코 캠퍼스 동아리 탐방소식
다른 대학 에코캠퍼스 동아리를 찾아서 | 박성용 22
Este documento presenta el protocolo de investigación de una tesis sobre la influencia de las tribus urbanas entre los jóvenes de 15 a 20 años. La hipótesis es que las tribus urbanas influyen en los jóvenes actualmente. El objetivo es saber cómo las tribus urbanas han provocado cambios en los jóvenes y las posibles consecuencias de pertenecer a una tribu urbana. El cronograma detalla las actividades a realizar como entrevistas a jóvenes, diseño e implementación de la investigación, y presentación de resultados en un period
Exploring Values and Value Streams by BPM method solved by Lean Management toolIOSR Journals
This paper suggests a continuous improvement plan that can satisfy customer’s value and eliminate
waste in the enterprise business process. In order to explore the applicability of lean management principles in
the enterprise business process, the five fundamental concepts (specify value, identify the value stream, flow,
pull, and perfection) of lean management are being used as a stable and proved approach. In addition, Business
Process Management is applied as a new method to constantly improve the elimination of waste in the
enterprise business process. This can be accomplished by the lean management concept. Moreover business
process problems, such as overlapping work, redoing work, communication gaps, inflexible processes, and
obscure processes, have the possibility of being solved by lean management.
Lean management has traditionally been adopted by manufacturing industries to improve operations through
the identification and elimination of all forms of waste basically. The construction industry has also adopted this
philosophy, primarily in the field of projects. In order to increase an organization’s competitiveness and
productivity, lean management is needed in the any business process as well as in the field. The intent of this
work is to explore a method of introducing lean management which continuously improves any business
processes. The five fundamental concepts (specify value, identify the value stream, flow, pull, and perfection) of
lean management as an approach are being adapted in this project to improve quality of the processes. Hence
the main objective of this paper to apply the tool of lean and six sigma management to improve the elimination
of waste in the enterprises business process. Followed by a literature review which provides a brief summary of
lean thinking and six sigma along with challenges might face while implementing. A case study follows that
demonstrates how; Business Process Management is applied as a tool, method to constantly improve the
business process.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Running Head QUALITY CONTROL MANUAL 1 .docxtoltonkendal
Running Head: QUALITY CONTROL MANUAL 1
QUALITY CONTROL MANUAL 7
Quality Control Manual
BADM370-1603B-02 Quality Management
Rhoda Shugars
August 23, 2016
Ryan Tipton
Introduction
History of the quality management evolution
Based on Low & Ong, (2014) the history of quality management is traced back to middle ages in which the work of apprentices and journeymen were inspected and assessed to make sure that they met quality standards in all factors of the final product so as to ensure that buyers are satisfied. It has pass through several changes but it has maintained its goals. It started to work in 1920’s and its focus was on the final product in which the statistical theory was applied for the first time to product quality control. The inspections on product quality control was done, this include examining, measuring and testing the processes, products against specific requirements to ensure every element met standards and guidelines. During the late 1970s and early 1970s Western Europe and North America were facing stiff competition from Japan and the United Kingdom a net importer of final products. The firms started to reexamine the quality control techniques and how the Japanese have been successfully employed them and at this point the quality management control was employed in most parts.
This quality management is needed for the companies to ensure that their products are quality and standards and satisfied their customers. It is also needed to ensure that the end products meet the required standards. Development and change were done in 1940’s by experts and industry leaders and this was the start of Total Quality Management. This system is needed to change the focus from inspecting the end product to preventing final product problems by detecting on the production line.
Direction that companies are adopting in terms of strategic quality management
According to Naidu el at, (2006) there are various directions that companies can adopt in terms of strategic quality management but the following two are more specific. These include; adopting the direction of threshold capabilities which are required for the requirements of the completion in a market. In order to achieve competitive advantage, there is need to develop strategic capabilities which the competitors cannot obtain. This can be achieved through the resources that the company has and which are unique.
Strategic planning
This is another strategic direction that the company can adopt this so as to focus and prioritize the efforts and the implementation of a plan. The company can use this direction to anticipate and predict changes and the position the company to act. The company has to quality which is a top priority for all in the company.
Six Sigma
Evolution
This is a methodology started by Motorola in 1986. It was developed to minimize defects in business process by improving it. It is widely as an organizational strategy ...
The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
This document provides an overview of value engineering, including its definition, implementation process, benefits, and principles. Value engineering is defined as a systematic team approach focused on providing value in a product, system, or service through cost reduction while maintaining quality and performance. It involves an 8-phase process including orientation, information gathering, functional analysis, creativity, evaluation, recommendation, implementation, and development. The benefits of value engineering include lower costs, improved quality, resource efficiency, and increased competitiveness.
Quality and continual improvement in gammon india Shri Shakti
This document discusses quality and continual improvement in Gammon India. It begins with an introduction that defines continual improvement as an ongoing effort to iteratively improve processes through small incremental changes or large breakthrough changes. It notes the distinction between "continuous" and "continual", with continual referring to discrete improvements over time rather than continuous mathematical improvement. The document then provides background on Gammon India as an infrastructure company in India and the challenges facing the construction industry in India. It outlines the structure of the dissertation, which examines quality and continual improvement processes at Gammon India through a case study.
Draft Due Week 5 and worth 50 pointsHave you ever needed just th.docxkanepbyrne80830
Draft Due Week 5 and worth 50 points
Have you ever needed just the facts?
At times a formal, objectively written approach is more appropriate or even critical for establishing credibility so that your audience will listen and get informed! The key to informative writing is making the shift from personal opinion to objective facts. This assignment will provide you with the important opportunity to practice making this shift to a style that is required in so many workplaces and throughout your academic program.
For this assignment, you will write an informative essay on the topic you have previously chosen. You will need to identify a problem, need, or process related to your topic. Then you will inform your audience and provide supporting evidence from a minimum of two credible sources that have been provided in the webtext. Keep in mind, you will continue to use the standard essay format: Introduction paragraph with a thesis statement, body paragraphs that specifically support the points in your thesis statement, and a conclusion paragraph.
Draft
Due
Week
5
and
worth
50
point
s
Have
you
ever
needed
just
the
facts
?
At
times
a
formal,
objectively
written
approach
is
more
appropriate
or
even
critical
for
establishing
credibility
so
that
your
audience
will
listen
and
get
informed!
The
key
to
informative
writing
is
making
the
shift
from
personal
opinion
to
objective
fact
s.
This
assignment
will
provide
you
with
the
important
opportunity
to
practice
making
this
shift
to
a
style
that
is
required
in
so
many
workplaces
and
throughout
your
academic
program
.
For
this
assignment,
you
will
write
an
informative
essay
on
the
topic
y
ou
have
previously
chosen.
You
will
need
to
identify
a
problem,
need,
or
process
related
to
your
topic.
Then
you
will
inform
your
audience
and
provide
supporting
evidence
from
a
minimum
of
two
credible
sources
that
have
been
provided
in
the
webtext.
Keep
i
n
mind,
you
will
continue
to
use
the
standard
essay
format:
Introduction
paragraph
with
a
thesis
statement,
body
paragraphs
that
specifically
support
the
points
in
your
thesis
statement,
and
a
conclusion
paragraph
.
Draft Due Week 5 and worth 50 points
Have you ever needed just the facts?
At times a formal, objectively written approach is more appropriate or even
critical for establishing credibility so that your audience will listen and get
informed! The key to informative writing is making the shift from personal
opinion to objective facts. This assignment will provide you with the important
opportunity to practice making this shift to a style that is required in so many
workplaces and throughout your academic program.
For this assignment, you will write an informative essay on the topic you have
previously chosen. You will need to identify a problem, need, or process
related to your topic. T.
BS 99001 Quality Management in the Built Environment sector.pdfdemingcertificationa
Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.
International Journal of Lean Six SigmaApplication of contin.docxvrickens
International Journal of Lean Six Sigma
Application of continuous improvement techniques to improve organization
performance: A case study
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq,
Article information:
To cite this document:
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq, (2019) "Application
of continuous improvement techniques to improve organization performance: A case study",
International Journal of Lean Six Sigma, https://doi.org/10.1108/IJLSS-05-2017-0048
Permanent link to this document:
https://doi.org/10.1108/IJLSS-05-2017-0048
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https://doi.org/10.1108/IJLSS-05-2017-0048
https://doi.org/10.1108/IJLSS-05-2017-0048
Application of continuous
improvement techniques to
improve organization performance
A case study
Sharfuddin Ahmed Khan
Department of Industrial Engineering and Engineering Management,
University of Sharjah, Sharjah, United Arab Emirates
Mohamad Amin Kaviani
Young Researchers and Elite Club, Shiraz Branch,
Islamic Azad University, Shiraz, Iran
Brian J. Galli
School of Computer Science, Innovation and Management Engineering,
Long Island University, Brookville, New York, USA, and
Palvisha Ishtiaq
ASPIN Pharma Private Limited, Karachi, Pakistan
Abstract
Purpose – The purpose of this paper is to study, analyze and implement continuous improvement (CI)
techniques in an interior design case company, which faces challenges in different departments that affect the
case company performance.
Design/methodology/approach – The proposed methodology implemented in three departments of an
interior design company in Gulf Cooperation Council (GCC). First, the authors analyzed and iden ...
The document summarizes a research article from the International Journal of Mechanical Engineering and Technology. The article reviews quality management systems in research and development organizations. It finds that existing research primarily focuses on implementing quality principles in R&D, with little analysis of effectiveness. The article then proposes using a balanced scorecard approach to measure R&D performance across financial, customer, internal process, and innovation perspectives aligned with organizational goals. This would help evaluate quality efforts and identify areas for future research on quality management in R&D organizations.
The discussion assignment for this week will be a review of the Ke.docxmehek4
The document discusses the weekly discussion assignment where students are asked to post their Key Assignment draft for other students to review. The purpose is to help improve the quality of the Key Assignment by getting feedback. Students are instructed to attach their draft to a discussion post along with any relevant notes, but they are not being graded on the draft itself. The goal is to facilitate peer review and feedback to strengthen students' Key Assignment work.
Principles of effective software quality managementNeeraj Tripathi
The document discusses principles of effective software quality management. It lays out the CERT framework which includes 4 themes: customer experience, enabling environment, repeatable and reusable processes, and time to market. The framework is designed to guide organizations to the most effective quality processes and improve customer satisfaction. Key aspects discussed include actively involving customers, establishing a shared vision, encouraging innovation, and focusing on metrics to measure progress.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Lean construction focuses on eliminating waste to improve productivity and competitiveness in the construction industry. It aims to deliver precisely what customers want through continuous flow and value creation. The key principles of lean are specifying value from the customer perspective, eliminating non-value adding steps, allowing work to flow without interruption, and pursuing continuous improvement. Implementing lean thinking can significantly reduce costs and construction time through increased planning while improving safety, schedule reliability, and profits. However, successful implementation requires buy-in from all levels and training workers in new processes, which can be challenging.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document provides an overview of a summer internship project on the business excellence model of the Process Equipment Division at Godrej & Boyce Manufacturing Company. It includes an acknowledgment, certificate, declaration, executive summary, and table of contents. The objective of the study is to analyze the 'Partnership and Resources' aspect of the business excellence model at the Process Equipment Division at Godrej & Boyce. The analysis findings and a case study on improvements at the division will be presented.
Deming emphasized continual improvement and treating manufacturing as an interconnected system. Juran asserted that quality is fundamental, not innovative. Crosby's four principles for quality management included "doing it right the first time." The PDSA cycle involves planning a small test, conducting it, analyzing results, and refining changes. 5S and kaizen involve small, ongoing improvements through organization and cooperation. Shewhart introduced statistical process control. Feigenbaum defined quality management as integrating quality efforts across an organization. Total quality requires customer focus, treating quality and cost as equivalent, and making quality improvement continuous. Ishikawa developed cause diagrams and Taguchi advocated design for quality. Ohno identified seven types of waste including delays, overproduction,
IRJET- Overview of Value Engineering and Value AnalysisIRJET Journal
Value engineering and value analysis are techniques used to reduce costs and improve functions in existing or new products. While the goals are the same, value engineering is applied during product development to prevent unnecessary costs, while value analysis is used on existing products to eliminate costs. Both use group analysis and brainstorming to improve value for customers at lower life cycle costs without compromising quality, safety or other requirements. The techniques originated from efforts during World War 2 and spread to companies worldwide as powerful tools for ensuring value and reducing waste in product design and production.
Similar to 2014 the plandocheckact-cycle-of-value-addition-2169-0316.1000124 (20)
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Null Bangalore | Pentesters Approach to AWS IAMDivyanshu
#Abstract:
- Learn more about the real-world methods for auditing AWS IAM (Identity and Access Management) as a pentester. So let us proceed with a brief discussion of IAM as well as some typical misconfigurations and their potential exploits in order to reinforce the understanding of IAM security best practices.
- Gain actionable insights into AWS IAM policies and roles, using hands on approach.
#Prerequisites:
- Basic understanding of AWS services and architecture
- Familiarity with cloud security concepts
- Experience using the AWS Management Console or AWS CLI.
- For hands on lab create account on [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
# Scenario Covered:
- Basics of IAM in AWS
- Implementing IAM Policies with Least Privilege to Manage S3 Bucket
- Objective: Create an S3 bucket with least privilege IAM policy and validate access.
- Steps:
- Create S3 bucket.
- Attach least privilege policy to IAM user.
- Validate access.
- Exploiting IAM PassRole Misconfiguration
-Allows a user to pass a specific IAM role to an AWS service (ec2), typically used for service access delegation. Then exploit PassRole Misconfiguration granting unauthorized access to sensitive resources.
- Objective: Demonstrate how a PassRole misconfiguration can grant unauthorized access.
- Steps:
- Allow user to pass IAM role to EC2.
- Exploit misconfiguration for unauthorized access.
- Access sensitive resources.
- Exploiting IAM AssumeRole Misconfiguration with Overly Permissive Role
- An overly permissive IAM role configuration can lead to privilege escalation by creating a role with administrative privileges and allow a user to assume this role.
- Objective: Show how overly permissive IAM roles can lead to privilege escalation.
- Steps:
- Create role with administrative privileges.
- Allow user to assume the role.
- Perform administrative actions.
- Differentiation between PassRole vs AssumeRole
Try at [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
artificial intelligence and data science contents.pptxGauravCar
What is artificial intelligence? Artificial intelligence is the ability of a computer or computer-controlled robot to perform tasks that are commonly associated with the intellectual processes characteristic of humans, such as the ability to reason.
› ...
Artificial intelligence (AI) | Definitio
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Comparative analysis between traditional aquaponics and reconstructed aquapon...bijceesjournal
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2014 the plandocheckact-cycle-of-value-addition-2169-0316.1000124
1. ISSN: 2169-0316
Industrial Engineering & Management
The International Open Access
Industrial Engineering & Management
Executive Editors
Niranjani Patel
San Jose State University, USA
Pamela Mc Cauley Bush
University of Central Florida, USA
Charles L. Munson
Washington State University, USA
Gary J Cheng
Columbia University, USA
Samuel S Chiu
Stanford University, USA
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Digital Object Identifier: http://dx.doi.org/10.4172/2169-0316.1000124
3. Citation: Gidey E, Jilcha K, Beshah B, Kitaw D (2014) The Plan-Do-Check-Act Cycle of Value Addition. Ind Eng Manage 3: 124. doi: 10.4172/2169-
0316.1000124
Page 2 of 5
Volume 3 • Issue 1 • 1000124Ind Eng Manage
ISSN: 2169-0316, IEM an open access journal
of value from its conception till its delivery to the customer. Thus,
the continuity of value addition and improvement can preferably be
analyzed using the PDCA cycle when a product passes through all value
adding functions.
Literature Review
Recently, the leading competitive advantage of companies
is exceeding customers’ requirements. In their way of exceeding
customers, companies are also urged to establish research and
innovation functions [7]. The phrase ‘value addition’ has been used to
express the extent of capturing and exceeding customers’ requirements.
Usually, customers will to buy products which give them the ultimate
function at the minimum cost possible. All activities in the long way
towards serving the customer should by any means be accepted by the
customer. Customers are not willing to pay for products and services
that pass through wasteful processes; the existence of waste benefits
neither the customer nor the provider. A product passes through many
functions before it reaches the customer. Plenty of methods have been
devised which help to streamline processes and eliminate unnecessary
activities and to enhance value addition. According to Dong-Young
et al. [5], Quality Management is a holistic philosophy that fosters
all functions of an organization through continual organizational
change. It involves an ongoing refinements and structural problem-
solving in response to continuous feedback from customers so as to
link organizational efforts to innovation [8]. Innovation refers to new
applications of knowledge, ideas, methods, and skills that can generate
unique capabilities and leverage an organization’s competitiveness [9].
In all of these cases, improvements gains have been interpreted into
value addition. Until recently, the shop floor was the main concern to
evaluate the extent of value addition into products. However, compared
to the needs of recent customers, the value addition into a product is
no more the only issue of shop floors; rather, customers’ can mainly
be exceeded through research and innovation both by continuously
studying what the customer really wants and by minimizing wasteful
manufacturing activities [3,4,10-12]. According to European
Commission report on Key Enabling Technologies [13], state-of-the-
art philosophies for eliminating wastes are results of tedious research
and innovation from both the academics and industry. Reducing
or eliminating organizational wastes and other problems have been
approached through the Deming’s or Shewhart’s PDCA cycle [14].
It is known as an iterative four-step management approach used for
controlling and continuously improving processes and products [6,12].
Richard et al. [15] have tried to show the detailed activities of each
stage of the PDCA cycle the central theme being increasing customer
satisfaction (Table 1).
Though the basic theme indicated in Table1 is customer satisfaction,
what’s embodied within the stages is the value addition process. Each
stage contributes to the overall value added into the product/service.
Of course, PDCA has got enormous applications: as a model for
continuous improvement; when starting a new improvement project;
when developing a new or improved design of a process; when defining
a repetitive work process; and when implementing any change [1].
Robert et al. [12] in his paper entitled ‘From continuous
improvementtocontinuousinnovation’,generatedanacceleratedPDCA
which was thought to be suitable for dynamic environments. His model
outweighs the conventional PDCA in that he under weights Plan and
overweighs Do. Recently however, as a result of the tough competition
among competitors and the dynamically changing customer needs,
companies have no option than continuously improving their processes
and overall performances which lastly should result in delighting
customers [6,9,16].
This paper targets to study the benefits out of PDCA by using it
as a model for accelerated continuous improvement when defining
a repetitive work process. It is therefore an attempt to model a
comprehensive continuous value addition process model which
encompasses external functions and expressed in terms of the
functions involved in it using the PDCA cycle as a framework. The
seemingly repetitive continuous process improvement is extended by
incorporating external functions which were previously ignored in the
value addition process. The new model will devise a new outlook of
value addition as well as functional interaction in the value addition
process.
Identification of Functions in the Value Addition
Process
Here, logical justifications are presented and dealt in detail so that
the value addition process can be continuously improved by making
use of the PDCA cycle. It theoretically examines the content of product
value addition at its different stages. In this regard, the value addition
process is divided into three consecutive phases as shown in Figure 1.
Each phase will have value adding functions for value addition; and
the content of value addition by respective functions would then be
Plan
• Create appropriate teams
• Gather all available data
• Understand customers' needs
• Describe the process that surrounds the
problem
• Determine root cause(s)
• Design action plan
• Develop plan
Do
• Implement improvement
• Collect appropriate data
• Measure progress
• Document results
Check
• Summarize and analyze data
• Evaluate results relative to targets & see
differences
• Review any problems/errors
• Record what was learned
• Specify any remaining issues or unintended
costs
Act
• Standardize desired
improvements
• Formalize "current best
approach
• Communicate results broadly
• Identify next improvement
Table 1: Important characteristics and contents of the four stages of PDCA cycle.
Figure 1: Three distinct phases of product value addition evolution.
Feedback for improvement
Overall Value
Added
Pre
Production
Value Addition
In
Production
Value Addition
Post
Production
Value Addition
4. Citation: Gidey E, Jilcha K, Beshah B, Kitaw D (2014) The Plan-Do-Check-Act Cycle of Value Addition. Ind Eng Manage 3: 124. doi: 10.4172/2169-
0316.1000124
Page 3 of 5
Volume 3 • Issue 1 • 1000124Ind Eng Manage
ISSN: 2169-0316, IEM an open access journal
identified through the PDCA cycle. Hence, the research approach
followed in this paper is an exploratory content analysis using the
PDCA method of continuous improvement (Figure 1).
Three distinct phases of product value addition evolution though
most products have common features that all customers want,
today’s tough competition obliged producers to continuously search
for improvements and additional new features. Mostly, customer
requirements, company capabilities, competition scenarios, and new
features are captured and considered mainly in the early stages of a
product’s value addition process. Consistent with the dynamically
changing customer requirements and with the ‘quality at source’ notion
of Lean Manufacturing, products’ quality should be considered and
designed at the very beginning of the value addition process. But, Lean
Manufacturing limited the ‘quality at source’ concept within a company
– in the design function. Recent customers, however, want updated
and innovation built-in products. And, when firms get into the global
market they might encounter tough competition to win.
Inherentlyandpractically,thefirstfunctionthatcapturescustomers’
requirements is the research and innovation function. Especially those
high-tech companies are expected to have a sophisticated and well-
established research and innovation center. Likewise, other companies
are also urged to have such facilities which can help them continuously
consider the dynamically changing customers’ requirements. The
innovative power found within a company is also a deciding factor for
success in gaining market acceptance [16] the Design function. This
starts with defining the detailed technical requirement of the new
product or improvements identified to be incorporated in an existing
one. Such activities still add value to the product in way that the
innovations and standards begin to be interpreted and converted into
suitable manufacturing details. Of course, there are occasions whereby
both innovation and design functions are merged into Research and
Design function. Therefore, Innovation and Design functions are
categorized as the ‘Pre-production’ portion of the value addition
process. All product details are planned and documented through these
two functions. Clearly, input information is required from the other
parts of the value addition process and the output of this function is
sent to subsequent functions found in the ‘In-production’ part of the
process.
Physical transformation of value is predominantly accomplished
through Manufacturing, Assembly & Packaging functions. This
constitutes enormous useful interactions among different entities
such as men, machines, materials, and methods. Product values
proposed in previous functions are physically realized into tangible
objects. Conventionally, these functions have been considered as the
only functions to add value into products. Moreover, the packaging of
products is also becoming another focus area to attract more customers.
Recent customers also give attention not only on the functional value
of products but also on the way the product is packed. Packaging is
then thought to add a different perspective of value to the customer in
a way that attractive packaging approaches that impress customers are
introduced. Thus, Manufacturing, Assembly & Packaging belong to the
‘In-production’ portion of the value addition process. What has been
previously planned is practically realized through these functions.
Completed products need to be checked for their quality compared
to what the customer previously stated. This functional requirement is
basicallypracticedthroughqualitycontrolandinspection.Thisfunction
adds a different perspective of value to the customer in a way that
whether customers’ requirements are met is checked. Those products
which conform to customers’ requirements should be standardized.
The notion of standardization came to lead in contributing value to
products. Standards become norms and values that producers all over
the world can smoothly communicate with customers. Standardization
is therefore becoming a competitive advantage for today’s companies.
Had there been no standardization, one can imagine the confusion,
instability, and crisis that might have been created in the world. Waste
and variation, which majorly are affecting quality of products and
customers satisfaction, are measured by taking these standards as
nominal values. To this end, standardization can be considered as the
gravitational force of value addition that kept markets in their stable
position. But, in value addition determinations, the costs associated
with and the benefits attained from standardization were yet unnoticed.
Lastly, finished and quality products have to be marketed. Most
organizations actively strive to promote their products so as to increase
their market shares. As a result, the functions in the ‘Post-production’
portion of the value addition process include: Quality control &
inspection, Standardization, and Marketing.
Outlining the PDCA Cycle of Value Addition
As specified in previous deliberations, this paper is an attempt to
devise a continuous value addition framework which incorporates
previously unnoticed functions using the PDCA cycle. The functions
in the three phases of value addition are already identified; these are:
• Pre-production: innovation and design
• In-production: manufacturing, assembly, and packaging
• Post-production: quality control & inspection, standardization,
and marketing
Then, this session investigates the position of the functions in the
PDCA cycle through logical rationales. Even in the ‘quality at source’
view point, value addition process starts at the design phase; it neglects
the outbound functions in the value addition process. Customers
usually want products with high value but less cost. In order to
continuously improve products’ value, recent literatures advised that
companies need to give higher attention to innovation since recent
customers are observed to demand products with innovated values. It
is also thought that companies in the developed economies compete
on innovation and companies in developing economies compete in
poor labor market and add little value to final products. The Design
function is thought to be the innovative power of companies since all
the innovations already generated should be made into suitable media
such as engineering drawings for product and process design and
product portfolio development. In these two functions, the required
value is conceptualized and prerequisites to realize that intended value
are set. These two functions involve innovative ideas and cumulatively
help to plan values that customers want to get; otherwise, the successive
functions are largely unable to realize the true value.
Conceptual value addition requirements are then sent to the
Manufacturing and/or Assembly functions to be physically realized.
Significant portion of the value that was anticipated in the Innovation
and Design functions is practically realized at this portion of the value
addition process. It’s not doubtful that these two functions perform
physical transformation of value. Packaging finished products can also
be considered as part of the value addition process. Though packaging
practically adds no value into the product, recent customers’ first
impression is being laying not only on product’s quality but also on
its package. The impression that the packaging material and approach
creates should be valued as far as it satisfies customers. Packaging system
is recently one of the areas that have got priority to exceed customers’
5. Citation: Gidey E, Jilcha K, Beshah B, Kitaw D (2014) The Plan-Do-Check-Act Cycle of Value Addition. Ind Eng Manage 3: 124. doi: 10.4172/2169-
0316.1000124
Page 4 of 5
Volume 3 • Issue 1 • 1000124Ind Eng Manage
ISSN: 2169-0316, IEM an open access journal
expectations even when little improvements are made on the basic
product itself. Hence, the Manufacturing & Assembly and Packaging
functions make the ‘Do’ stage of the continuous value addition cycle.
Next, the function, quality control & inspection, helps not to send
a defective product to the customer; this may, in a long-term, affect
customers’ satisfaction and producer competition. In this function,
adequate sample products are taken and checked for their quality. Now-
a-days, manufacturers are not the core decision makers in the process
of value addition into products; rather, customers get the key role in
deciding the content and extent of value addition. Completed products
should then be sent to the customer. Organizations actively strive to
promote their products so as to increase their market shares. In doing so,
companies promote the value of the functions they offer and the unique
features that their products constitute. Products have to be marketed and
shipped properly and safely. It would not be nonsense to say marketing is
the key function that sustains a firm. Promoting ones product or service
using appropriate media helps customers know more and more about
the product/service they intend to buy. Moreover, existing customers feel
proud when they heard about a product they most liked.
Likewise, when new or improved products are introduced,
standardization becomes a main focus and competitive advantage
in the process of value addition whereby producers and consumers
all over the world can communicate. This is a value adding function
which is practiced mostly but overlooked to add value into a product.
Not only products require standardization, but also processes and
systems through which products pass through. Also, whenever a new
product enters the market or improvements are made on it, it should
be standardized so that variability will be reduced and uniformity of
outputs can be kept for long. Therefore, standardization might either
be required at the initial stage of a newly introduced product or at the
last stage of improved products. Consequently, the three functions in
the ‘Post-production’ portion of the value addition process are: Quality
control & inspection, Standardization, and Marketing in which the
first belongs to the ‘Check’ stage of the PDCA cycle and the other two
belong to the ‘Act’ stage of the cycle. From these founding deliberations,
a PDCA-based framework of value addition process is proposed in
terms of the associated functions (Figure 2).
Discussion
Here, it should be noted that the proposed functions and the
framework for their interconnectedness and cyclic appearance do
inherently exist. But, some of the functions were overemphasized for
the value they add to a product and benefits that can be attained out of
their cyclic appearance have not been valued yet. The paper extends the
value adding functions beyond the boundaries of manufacturing with
intent. Though the activities of the design function has been considered
in the value addition process, the extent of the value it adds was not as
such comparable to manufacturing and assembly functions. This paper
noticed that appreciable part of a product’s value is enacted through
design and innovation. Continuous improvement movements require
intensive research and innovation in every aspect; let alone being in
an era of exceeding customers’ expectation, companies in the mass
production era had been greatly supported by innovative ideas and
products. Every customer requirement should be properly captured in
a cost effective manner; this needs innovative mind set. Consequently,
innovation and design together build up the ‘Plan’ stage of the PDCA-
based value addition cycle (Figure 2).
Until recently, quality-related philosophies emphasized on the
minimization of wastes and variations; customer-focus; leadership;
process-based; employees involvement, and continuous improvement.
Especially, the involvement of all employees is basically targeted towards
utilizing their innovative mind set in problem solving requirements.
Employees may also have the chance to hear the voice in their social
interactions and can actively participate in decision making processes.
Lean Manufacturing theories indicated that more than 90% of the
manufacturing activities are non-value adding activities. It’s also known
that customers do not need to pay for these non-value adding activities.
Besides, the two functions, manufacturing and assembly, make up
the ‘Do’ stage of the value addition cycle since the conceptual value
proposed by the previous functions is practically realized through these
functions. These two internal functions were known to add almost all
of products’ value. This paper noticed that majority of the value that has
been thought to be added through these two functions is really added
in the previous functions-design and innovation.
Products produced in the shop floor should be checked for their
quality; products that constitute less value than what has been proposed
or less than what the customer really wants. This is basically performed
through the quality control and inspection function. This function
belongs to the ‘Check’ stage of the PDCA-based value addition cycle.
Protecting the customer from receiving substandard products seemed
to add no value to the product; but, this activity is not, by any means,
a non-value adding activity. It adds an indirect value by keeping the
balance of customers’ satisfaction and by keeping the reputability of the
product’s future market. This would then be assumed as a function in
the post-production phase of the value addition process. The quality
control and inspection activities in the intermediate manufacturing
processes are assumed to be part of the manufacturing function. Lastly,
improved and satisfactorily produced products should be standardized
and marketed on time.
Summary and Conclusion
The aim of the study was to visualize and evaluate the value addition
process as a continuous process using the four stages of PDCA cycle
and identify the core functions that the literature dropped out from
consideration in the value addition process. The paper has revealed
that manufacturing is not the only function that adds value in the
value addition process. It exceptionally considers additional functions
that were previously forgotten in value addition premises. Especially,
innovation and standardization were not recognized for their
Figure 2: The PDCA cycle for value addition.
Value
Addition
Planning
Value
Doing
Value
Checking
Value
Acting
Value
Pre-Production
• Innovation
• Design
Post-Production
• Quality control
In-Production
• Manufacturing
&Assembly
• Packaging
Post-Production
• Marketing
• Standardization
6. Citation: Gidey E, Jilcha K, Beshah B, Kitaw D (2014) The Plan-Do-Check-Act Cycle of Value Addition. Ind Eng Manage 3: 124. doi: 10.4172/2169-
0316.1000124
Page 5 of 5
Volume 3 • Issue 1 • 1000124Ind Eng Manage
ISSN: 2169-0316, IEM an open access journal
contribution in value addition. This paper however realizes that these
two functions contribute important but intangible values to products.
Overall, six core functions are identified and constituted in the
value addition process; these are: innovation, design, manufacturing,
quality control & packaging, logistics, marketing, and standardization.
As a result, in a pre-production phase, Innovation and Design functions
help organizations to plan what a value to add and how to realize it.
The two core functions found in the production phase, Manufacturing
& Assembly and Packaging, have infrastructures to realize the value
addition proposed by the previous functions – Innovation and Design.
After production, whether products are according to customers’
requirements are checked by the Quality control & inspection function.
Lastly, two core functions are identified for taking two basic actions
– scrutinizing improvements and delivering quality. Standardization
is identified as an action to concretize the improvements made into
products and Marketing is considered as an action to deliver completed
and quality products to customers. In this manner, the paper offers
pertinent rationales for the notion that all functions that exist in the
process of value addition, more or less, tangibly or intangibly, add value
to the final product.
In order to devise a framework for continuous analysis and
improvement of the value addition process, the PDCA cycle has been
introduced and all identified functions are categorized into the four
distinct phases of the cycle – Plan-Do-Check-Act. Thus, innovation
and design functions are planning activities that conceptually depict
what customers require and what a value to add into the final product.
The conceptually innovated and designed value is physically realized
by the manufacturing and assembly functions. Aesthetical values are
also added through the packing function. Since these functions have
physical contact with the product, they are grouped in the ‘Do’ phase of
the continuous value addition cycle. All processes could not completely
give products that the customers need. In this regard, higher care is
made to protect opportunities of sending defectives to customers.
This would then be the ‘Check’ phase of PDCA cycle for value
addition. Eventually, conforming products need to be commercialized
improvements introduced into products and processes need to be
standardized. These two functions collectively construct the ‘Act’ phase
of PDCA value addition cycle since these two functions are actions that
companies communicate with their customers.
In this regard, this paper extends the value addition process one
level before and after the manufacturing function. It also extends the
‘Quality at Source’ notion beyond the traditional limit at the design
function. This finding will, at large, help academics and practitioners
to attentively look for the respective roles of the functions in the
process of value addition and easily know how they should interact in a
continuous basis. Further study is required to estimate the real measure
of value added by respective functions in producing practical items.
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Citation: Gidey E, Jilcha K, Beshah B, Kitaw D (2014) The Plan-Do-Check-
Act Cycle of Value Addition. Ind Eng Manage 3: 124. doi: 10.4172/2169-
0316.1000124