School of Management and Marketing MGMT 350: Continuous Quality Improvement PROJECT TITLE: Ya Kun Kaya Toast (Parkway Parade Outlet) Teaching Roles: Mr Fadi Kotob Team Members: Chua Hock Lai (4335120) Ho Wei Giin (4398063) Koh Hee Ting (4337062) Ong Wen Pin‚ Sean (4397940) TABLE OF CONTENTS 1.INTRODUCTION 3 2.DEFINE 3 3.MEASURE 4 4.ANALYZE 7 5IMPROVE 13 6.CONTROL 19 1. INTRODUCTION In every business‚ quality control is the most important portion that affect the business
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Executive Summary The automobile industry can be considered one of the most competitive industries that exists today. The production has to be flawless‚ the employees hardworking and the managers fully aware of their product. This case study discusses the Toyota production plant in Georgetown‚ Kentucky. In July of 1988 Toyota Motor Manufacturing (TMM)‚ USA began producing Toyota Camry sedans. Toyota implements the Toyota Production System (TPS) in their Georgetown plant‚ similar to all other
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The case study focuses on the HR problems faced by Honda Motor Cycle & Scooters India (HMSI). The case discusses the various reasons which led to the dispute between the management and employees of HMSI. It elaborates the incidents‚ which led to the strike at the company that resulted in HMSI workers being severely beaten up by the police. Labor strife and the management’s inability to deal with it effectively had resulted in huge losses for the company due to the fall in the production level
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A. Executive Summary Neptune Gourmet Seafood‚ North America’s third-largest seafood producer’s inventory had shot up to 60 days’ supply – twice the normal level and three times what it had been a year ago. The problem with excess inventory can cause numerous deficiencies such as tight up of cash and loss of margins. During an executive meeting of Neptune’s top management‚ each executive has a different opinion in presenting a strategic solution. My recommendation is to offer two additional product
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implement a corrective action plan to contain and prevent the reoccurrence of the failure mode. 1. DEFINE THE DEFECT OR NONCONFORMANCE (PROBLEM DESCRIPTION) A problem well defined is a problem half solved‚ it is critical to not include any implied causes or solutions in the problem statement in order to not track thinking in only one direction. * Have the characteristics of the problem been identified? (who‚ what‚ where‚ when‚ why‚ how‚ and how many) * Have patterns or trends been identified
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Managing Personal Expenses Using Six Sigma Many people have experienced the pinch of money from time to time. Despite earning more income‚ expenses‚ as well as inflation and cost of living‚ also seem to be proportionally scaling to the same heights. While being frugal can help minimize expenses‚ it is more important to properly manage money. As a Black Belt‚ I decided to use Six Sigma to aid in managing my money – after all‚ Six Sigma is widely accepted and has been implemented across various
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Shuman Zheng 10/21/2014 MGMT 430 Case Analysis: Class or Mass A. Executive Summary: The North America’s third - largest seafood producer Neptune Gourmet Seafood is known for the brand reputation‚ premium product and quality they served in the high-end seafood industry. Recently they are facing the challenge of inventory pileup in a short period of time due to the investment in state-of-the-art freezer trawlers‚ along with new fishing regulations. Whether cutting the current price by around 50% to
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Simulation MBA Capstone Tasks: Best Practices If you are in the MBA Capstone course‚ you can see the light at the end of the tunnel. These best practices are designed to help make the stretch of your educational journey as smooth as possible. A mindset of excellence Your MBA Capstone tasks should reflect your highest quality work; your current state of excellence. The standards are high for the capstone tasks. Doing just enough to get by or good enough will result in re-work and re-submissions
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capability: 513‚660 *2 machines= 1‚027‚200 cans in 20 hours is the capability of volume V=1‚007‚200 cans CALCULATE MTBF – MEAN TIME BETWEEN FAILURE To figure and determine the time between failures on a line to help problems solve and use root cause analysis tools to increase the time between failures this is how I would figure it: MTBF= uptime (minutes in production/# of unplanned failures MTBF= 18‚568 minutes/678 MTBF= 27.36 MTBF= 27 minutes between failure on that line(Harry‚ M. J. and Lawson
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function lies in the hands of the professional boards. In both cases‚ there is a vast number of incidents that are reportable. The two cases use a medical examiner as one of the primary investigators. Additionally‚ there is the application of the cause analysis. In the end‚ the system of reporting of choice depends on their pros and cons. In Minnesota‚ the mandate of reporting the adverse incidents that happen within the institutions lies in the hands of the various professional boards. These boards
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