Quality Management at EMC - Research Paper Example

Vice President of Operations A.N. Quality Consultant Quality Management at EMC 10th October Report Introduction According to Pyzdek (2009) quality is the value added by a productive endeavour. Improving quality at EMC would require that every aspect of the process involved in manufacturing the Plasti-brac product line be carefully analysed. This is necessary before quality planning, control and improvement can be facilitated. Analysis of EMC’s Processes In order to determine if a process supplies products that are out of specification (OOS) process capability studies need to be done. Process capability is defined as the capability of a process to meet specifications (Wikipedia 2011). Two aspects of process capability relates to: measuring the variability of the output of a process; and comparing that variability with a proposed specification or product tolerance level (Wikipedia 2011). The output of any process is expected to meet the requirements of customers’ specifications or product tolerances. Before process capability can be determined a survey needs to be carried out to determine customer specifications. The process should then be allowed to run several times to determine whether the process is stable. Statistical process control is used to test if a process is stable or unstable. If processes drift or shift significantly process capability indices are not applicable as they require statistical control. If the process is out of statistical control then capability does not mean anything as it only points to a general problem instead of being specific. There seems to be some knowledge of what the problem is at EMC and so process capability studies should be possible. The plating and finishing process needs to be given close attention since the complaints relate to plastic insert falling out and sharp edges on the brackets. Last year there were 56 complaints; however, within four months of the current year there are 49 complaints. The fact is that no information is given in terms of how many products were manufactured last year or if the products that were found to be defective this year relates to last years production. Since there is some uncertainty there a number of process runs will be required in order to find out where the problem lies as there may be more problems than those that have been identified so far. Statistical control can be carried out to determine the measure of variability of each process. Statistical process control or control chart is a graph which is used to study how a process changes overtime (ASQ n.d.). If the process is stable then the mean and standard deviation can be reliably estimated. Process capability studies and statistical process control can be implemented by EMC but this has to start with management. They have to believe that a problem exists. Additionally, they have to have a specification that they require and this should be based on the customer requirements. The survey will assist management to determine which processes needs to be improved and which does not add value and therefore needs be eliminated. Quality improvements need to be a team effort and all employees at EMC need to be involved. The information from process capability studies and statistical control will indicate what level the firm is at. This can be translated into Sigma to determine how far the company is from achieving Six Sigma and ultimately zero defects. If EMC does not have persons who are qualified to coordinate the process then a consultant needs to be employed. A systematic approach has to be taken to solving the problem and as Deming suggests EMC needs to practice PDCA - Plan what is needed; Do it; Check that it works; Act to correct any problems or improve performance (Business Balls n.d). Utilizing a Six Sigma Program A number of companies including Motorola and General Electric have utilized the Six Sigma program in their program to help improve their bottom line. This led to Motorola achieving the Malcolm Baldrige National Quality Award in 1988 (Pyzdek 2009). According to ASQ (n.d.) in order to achieve this award seven criteria for performance excellence has to be met. They are: leadership; strategic planning; customer and market focus; measurement, analysis, and knowledge management; human resource focus; process management; and business performance results. All these are requirements for Six Sigma status to be accomplished. Working towards achieving Six Sigma would definitely benefit EMC since the company would benefit from a reduction in cost caused by correcting errors and reworking. Producing higher quality products would bring additional customers to the business which also helps to drive down costs. In utilizing Six Sigma persons with various levels of knowledge are required as EMC would need to have Six Sigma Master Black Belts, Black Belts and Green Belts within the company. Pyzdek (2009) indicates that a Master Black Belt represents the highest level of both technical and organizational proficiency. Master Black belts provide the leadership required to any firm introducing the Six Sigma program. They are required to have a good understanding of the mathematical theory of statistics and will be required to provide training for others in the firm (Pyzdek). Black Belt candidates are technically competent and are looked up to by their peers. They should be engaged in organizational change and development. They should have at least college mathematics, be comfortable with computers and should be proficient in the use of an advanced statistical analysis software package. Their activities should also be closely integrated with the information systems of the organisation (Pyzdek 2009. It therefore means that EMC would need the necessary information systems software if Six Sigma is to be utilized in the organization. Green Belts would also be required to lead projects in the organization from conception to completion. Training for green belt includes classroom training for one week and covers project management, quality management tools, quality control tools, problem solving and descriptive data analysis. Guidance for this group is provided by Green Belts (Pyzdek 2009). Recommendations I recommend that EMC implement TQM in the organization. According to Pyzdek (2009), Six Sigma is similar to the older TQM model which is known as Plan-Do-Study-Act (PDSA). This appears to be Deming’s model which was previously mentioned. In order to do this kaizen which is the Japanese term for continuous improvement needs to take place. This needs to start from the top down since this is normally where the problem starts. According to Business Balls (n.d.) Deming suggests a 14 point plan which would prove very useful. Thirteen of those points which are related to EMC’s business are noted below. 1. Ensure there is a constancy of purpose in improving the product 2. Adopt the philosophy of not continuing to accept mistakes and defective workmanship 3. Do not depend on mass inspection; instead, obtain statistical evidence that quality is built into the product 4. Look for and find out where problems exist. It is the job of management to work continuously in order to improve the system 5. Institute modern methods to on-the-job training. 6. Institute new and modern ways of supervising production workers. The emphasis of foremen should be more on quality and less on numbers 7. In order to allow everyone to carry out their work effectively fear should be driven away 8. Remove any barriers that exist between departments 9. Eliminate numerical goals and remove symbols or signs which are indicative of such goals 10. Eliminate requirements for numerical quota 11. Remove barriers that go against pride of workmanship 12. Institute a vigorous program of education and training 13. Create a management structure that will emphasize the previous 12 points everyday Accordingly, EMC’s management should not forget to Plan, Do, Check and Act as this is in the best interest of the company and will definitely enable the company’s continued survival. References ASQ (n.d,). Malcolm Baldrige National Quality Award. Retrieved on 8th Oct. 2011 from: http://asq.org/learn-about-quality/malcolm-baldrige-award/overview/overview.html Business Balls. (n.d.). The Original Quality Gurus. Retrieved on 9th Oct. 2011 from: http://www.businessballs.com/dtiresources/quality_management_gurus_theories.pdf Pyzdek, T. (2009). Why Six Sigma? Retrieved on 9th Oct 2011 from: http://www.sixsigmatraining.org/six-sigma-revolution.htm Wikipedia (2011). Process Capability. 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