The Utilization of Operations Management Tools and Techniques - Essay Example

The utilization of operations management tools and techniques Table of Contents Introduction 4 2.Six-Sigma in a production environment 5 3.Brief history of Six-Sigma 5 4.Management perspective of Six-Sigma 6 5.Techniques and tools that aids Six-Sigma successes 6 5.1Process mapping 7 5.2 Effect diagrams 7 5.3 Data analysis 7 5.4 Standing cycles 7 6.Quality management (TQM) as an area of quality in manufacturing management 8 7.Literature review of (TQM) 9 7.1 Preparation phase 10 7.2 Commitment phase 10 7.3 Improvement phase 10 8.Kaizen theory of quality management 12 8.1 Housekeeping 12 8.2 Waste elimination 13 8.3 Standardization 13 9.Project management system 13 11. Conclusion 14 Executive summary In order to achieve an effective manufacturing and production process, there is a need to consider the best techniques that aid the understanding of best quality products as per the consumer requirements. Therefore, the effectiveness of the production process can only be achieved when management focuses on both internal and external aspects of the business that can only be enhanced by modern processing techniques such as quality management techniques, Six-Sigma, Kaizen theory among others. Some production companies do not mention their quality management openly, but they engage in some of the best product creation and distribution strategies thus still able to achieve the best competitive edge. Some techniques discussed in this paper include; Total quality management that plays a considerable effort to improving the production process in the manufacturing industry. With or without the use of good leadership strategy the need for effective and efficient quality products that satisfy consumer demand is of a necessity. Quality management is a prerequisite to the realization of standard quality as set by the organization. Besides, there is Six-Sigma tool and equipment that entails a combination of both forward oriented technologies and six segmented strategies to achieve an ultimate tool of business solution. Moreover, production process also engages Kaizen principle that focuses on both the employees and management through interactive and communication structure. 1. Introduction In the current world, business has become competitive to the extent that even manufacturing is engaged on a job where achieving returns is based on the business returns. Checking through the global business arena, there is a clear illustration that it is never enough by only being good, but the success of the business should depend on how best an organization strives to remain competitive in the market. It is quite clear that for a business to achieve its competitive edge then it must consider appropriate strategies while setting up in the global marketplace. Basing an argument on the manufacturing function of the business, an organization must uplift its efficiencies. For an organization to improve its production efficiencies, the use of Lean Six-Sigma and other techniques are more appropriate in translating the customers’ value on the basics of global supply chain (Koontz & Weihrich, 2007). Wong (2013) clarifies that by embracing other quality management techniques, the business should consider additional tools and techniques besides the concepts that are essential to translate the feelings of the customers positively towards the products of an organization. Moreover, the use of appropriate tools and techniques in business is tantamount to a positive development on the stakeholders of the business, which further translates to the total return of the business. Poor leadership and vague business structure mostly enhance Issues of business failures thus derails the efficient execution of the business operations. In accordance to modern techniques of production, organizations are bestowed sufficient powers to improve their stake towards global competitiveness (Koontz & Weihrich, 2007). In addition, Six-Sigma technique harmonizes relationship between production and the available finances of the business to improve the organizational productivity in line with technology and culture among other things. Consequently, Six-Sigma a value adding to the organizational production technique is a dynamic tool because it is applicable by most countries in the world. 2. Six-Sigma in a production environment According to Rana & Tse (2011), in order to achieve strategic advantage as one of the business, most organizations have resorted to modern business approaches such as Lean Manufacturing with Six Sigma taking a lead in the manufacturing arena. With the emergence of modern production system, Six-Sigma has taken lead as a living production strategy. Other than achieving the operational excellence, Six-Sigma plays an expansive to the achievement of a vibrant manufacturing process by seeking alternative that are of potential to manufacturing process. The above value adding method is also important to the identification of important opportunities to the business. Moreover, lean Six-Sigma is essential in enhancing organizational, financial performances by eradicating problems that deter the organization from achieving its objectives. In addition to some other tools, Lean Six-Sigma has played recommendable role in solving most problems that are associated by operations supply chain in the manufacturing industry. It plays a recommendable role to the creation of an organization that is subjectively inclined to innovation thus helps the business to achieve a competitive advantage against its rivals. Having been applied in research and marketing sectors, organizational leaders have identified this tool as a vital method of achieving value advantage in the manufacturing industry (Rana & Tse, 2011). 3. Brief history of Six-Sigma Six-Sigma tools and equipments entail a combination of both forward oriented technologies and six segmented strategies to achieve an ultimate tool of business solution. Motorola initiated the first implementation of Six-Sigma in Japan in early 50’s where the technology had proven subjective to manufacturing plants leading to its adoption. Six-Sigma main role is to consider the best relevant methods aimed at reducing unnecessary wastes associated by the production process. Conversely, its main attempt is to add value relatively with the perception of consumer’s satisfaction in mind (Rana & Tse, 2011). More so, Six-Sigma mainly concentrates in the development of quality and service while emphasizing on issues that aims at eliminating defect associated by the production process. With respect to the above, relay of much focus is based on consumers’ tastes and preference to achieving a competitive advantage against its rivals (Blokdij, 2008). 4. Management perspective of Six-Sigma According to Kerzner (2013), every manufacturing manager of an organization must be conversant with the need of good leadership to the realization of high quality product that suits customers preference. By ensuring the highest quality in the production process, the organization will be able to sustain its competitive advantage against the rivals. It is the obligation of the processing executives to institute the use of Six-Sigma in enhancing organizational production process. Besides, Six-Sigma also embraces the use of other tools and techniques thus considered to be of significance in other areas that also aids the production process as illustrated by (Rana & Tse, 2011). 5. Techniques and tools that aids Six-Sigma successes Rana & Tse (2011), contribute to the understanding that application of Six-Sigma to the production process is substantial to improving quality of manufactured products to the extent deemed efficient to the consumers. The most common tools required to aid such a production process include 5.1Process mapping This structural equipment gives illustration about an ongoing manufacturing process right from the beginning to conclusion. It tends to identify the defects and gives clarity to a process perceived to add value to the product in the end. For instance, production manager should not wait for executive orders to make slight amendments on a production process especially when there is need of urgency. Instead, one should have an obligation to correct the default on a product while still in the production department (Eckes, 2002). 5.2 Effect diagrams This is a set of plan designed to assimilate the shape of a Skelton fish with disintegrated bone structure. The plan is inappropriate in the sense that, its intact head signifies knowledge needed to execute an operation while the disintegrated body shows the need to institute urgent corrective measures in the production process. Therefore, the plan represents the need of corrective measure within the manufacturing process as a way of ensuring quality added advantage to the production process (Westcott, 2014). 5.3 Data analysis Within the manufacturing industry, there are different kinds of tools perceived important to carrying out data analysis within the production process through evaluation the already existing damages. With an application of special programs such as SPSS, it becomes quite possible for an organization to evaluate the quality of performance of every product undergoing the production process (Breyfogle Et al, 2001). 5.4 Standing cycles This method constitutes an expert using an observation experience to determine faults within the production process. Expatriates would either set up at strategic locations or observe the ongoing processes with the aim of pinpointing defects that exist within the manufacturing process. Since the method involves observation, it is a probable alternative aimed at improving immediate opportunities in manufacturing observable areas (Lunau, & Meran 2013). The figure below represents a simple diagram of a six- sigma production process 6. Quality management (TQM) as an area of quality in manufacturing management Total quality management also plays a considerable effort to the development of the production process in a manufacturing industry. With or without good leadership strategy, there is need for effective and efficient quality products that satisfy consumer demand is of a necessity. Quality management is a prerequisite to the realization of standard quality as set by the organization. Furthermore, total quality management in liaison with six-Sigma is of continuous commitment to the production process by ensuring that a company achieves better quality in terms of its production processes. Besides, such techniques assist fixing maladjustments that are considered unfit to satisfy customers needs. Through proper chemical composition, all the products that have gone through the production process should be put into an efficient status free from any defect and considered fit as per the consumers’ standards as illustrated by (Pekar,1995). Quality management should always coincide with every given increase in production quantity as illustrated in a graph sample below 7. Literature review of (TQM) A good number of business researchers have agreed about the need to recognize the importance of embracing quality in line with the production process and customer satisfaction. By introducing quality management tools and techniques to the production process, the organization becomes rest assured that its products would satisfy the need for customers (Pekar, 1995). In every production process, total quality management techniques and tools apply in different phases depending on the item in process. However, the most general phases in most organizations entail preparation, commitment than improvement of an already existing production process. Below is summary of the three main phases: 7.1 Preparation phase This forms the first phase of the production quality management process. Despite being a usual process in every production company, it is quite vital because it helps to ascertain the outcome of the ultimate production process. The preparation phase of manufacturing quality management process entails the assembly of quality management and tactical tools that may be used in the cost evaluation of what is the need to achieve quality products that fit best the customer requirements. It also requires statistical and data analyzing tools such as flow charts and statistical packages that are used to probe for uncertainty thus creating room for an alternative solution in the subsequent stages of production. Failure encountered by any tool in the primary process gives room for application of better techniques in enhancing the quality of production (Endres & Institute 2000). 7.2 Commitment phase According to MacDorman et al (1995), this the second phase of quality management and evaluation aimed at adding value to the product that undergoes manufacturing process. With a clear focus of management commitment, the phase aims at ensuring continual sustainable requirements for quality results of the production process. The affectivity of this stage is more concentrated in a continued training and investing on skills that deem right for the employees towards improving the quality of production. Moreover, the period concerns acknowledging the surety of the entire stakeholder that quality policy has been followed and the company is meant to sustain its reputation as a quality supplier. 7.3 Improvement phase This is what Davis (2001), considers as the third stage of quality management process as an effort aimed at ensuring that loopholes that existed during the production process are sorted. The overall cycle within this stage entails interdisciplinary action that seek to correct any form of maladjustment within the manufacturing process while at the same time generating positive alternatives to correct such defaults. Although other several smaller methods may characterize this stage, it remains substantial in the sense that it is equipped by analysis techniques that improve the general quality of the products (Pekar, 1995). In every manufacturing company, there is a belief that total quality management entails three aspects that work as a unified system. TQM is, therefore, refunded by core values, techniques and tools. Nevertheless, TQM encounters some obstacles in its implementation process and this call for its actual implementation into the overall production process. Some of the common inhabitants include resource allocation because it should be within reach to facilitate the process, the tool needed to solve a task and the situation. (Pekar, 1995) The above diagram shows quality development process in a manufacturing company 8. Kaizen theory of quality management This theory has been in use since 1970s since its launching in Japan. Based on Kaizen principle, the management method focuses on both the employees and management through interactive and communication structure. It is mainly emphasized on an ongoing improvement in every organizational process (Plunkett et al., 2007). The theory involves a continuous improvement approach due to its involvement of every stakeholder of the company including top most management executive to the least personnel of the organization. With respect to this model, organizational improvement has been designed to encompass the aspect about the existence of a problem within an organization and this call for synergy to institute change. Thereafter, the subsequent engagement to introduce the necessary changes is instituted by involving all the stakeholders of the company because of equity. Despite the effectiveness of machines, the challenge of equity has remained an active problem to most of the companies. As such, the Kaizen method was introduced to fill up this gap. In essence, while implemented by IBM computer manufacturers, it uplifted the company to a position of being one of the leading hardware manufacturers through technological leadership. Irrespective of whatever the size of the problem, the principal mandate of this technique is to get to the initial course of the problem and solve it completely. Kaizen techniques usually operate under three main management pillars as illustrated below: 8.1 Housekeeping According to Mukherjee (2006), this entails the value-adding phase of the products right at the processing arena before it can be allowed to the rest of the departments. With respect to production, proper housekeeping involves the use of tools that ensure a clean work environment. By embracing substantial facts such as sorting, sweeping and sustenance, the tool must serve at the interest of ensuring that both employees and the other stakeholders of the company are engaged in ensuring the highest hygiene of the product. 8.2 Waste elimination This constitutes waste management process. It has been pointed out every organizational production process either consumes or utilizes a waste. Therefore, activities of less value to the production process are of keen watch at this phase. This method is targeted at eradicating various kinds of wastes that entails production of goods from at the manufacturing point until it delivered to the customers. It works on the policy to eliminate defective machines that slow down the production process (Avis, 2009). 8.3 Standardization Birkin (2012), affirms that each production plant has a set of standards guiding the production process. As such, they should be set flexible to change as per the consumer’s demands. Standardization tool has proven to be appropriate in solving production problems by embracing a sense of synergy and teamwork thus aids production of quality products. It evaluates the defaults created by negative standards within the production process and encouraging the use of collaboration in correcting such defaults (Tennant, 2001). This technique is perceived best in achieving better production results since it involves the use of dimming cycle that entails planning, doing, checking and acting on the defaults by teamwork just as they occur. 9. Project management system Group that engages in bulk manufacturing managements are forced to shift their focus on carrying out sufficient plans to aid the production of quality outputs. In this case, the overall process from the procurement of raw materials to processing must be put under keen watch to gather every detail that enhance the production of what is deemed satisfactory by the customer. As such, project management tools management tools must be adopted to facilitate management of the entire process while relaying target to achieving satisfactory quality reward. This is crucial in enabling the business to achieve the best competitive advantage. Some of the project management tools may include a spreadsheet that is crucial in assisting the management executive while planning the budgets through procurement from the point of ordering raw materials through manufacturing to the payment of salaries with realization of very minimal or no defects throughout the whole production process (Richman, 2002; (Nee & Ong, 013)). 11. Conclusion In order to realize an effective production process, an organization must consider appropriate techniques and tools that are important to the understanding of the best products as per the customer’s requirements. With total quality management and six-sigma, the business can easily manufacture the best quality products that suites customers demand. The paper has illustrated how the application of Six-Sigma to the production process is substantial to improving quality of manufactured products to the extent they are deemed efficient for the consumers. Moreover, it has also pointed out that quality management is a prerequisite to the realization of standard quality as set by the organization. Modern tools and techniques should be implemented by production companies as an essential element to both customers and the company Reference list: Koontz, H & Weihrich, H. (2007). Essentials of management: an international perspective.New Delhi: Tata McGraw-Hill. Pekar, J. (1995). Total quality management: guiding principles for application. Philadelphia: ASTM. Plunkett, W et al. (2007). Management: Meeting and Exceeding Customer Expectations. Cengage Learning. Rana, H & Tse, F. (2011). 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