Team 2 Team 2 Portfolio ReviewPortfolio Review

Qs 327 Fall 2004Qs 327 Fall 2004

Dr. John SinnDr. John Sinn

Team MembersTeam Members

Justin BayhamJustin Bayham Steven GumSteven Gum Craig KesslerCraig Kessler David LuthDavid Luth Robert RitzmanRobert Ritzman Brandon RobertsBrandon Roberts Adam SnyderAdam Snyder Chris SwankChris Swank

IndexIndex Company Description Company Description Project GoalsProject Goals Tool 19 SummaryTool 19 Summary Tool 20 SummaryTool 20 Summary Tool 21 SummaryTool 21 Summary Tool 22 SummaryTool 22 Summary Tool 23 SummaryTool 23 Summary Tool 24 SummaryTool 24 Summary Possible Project Improvements Possible Project Improvements ConclusionsConclusions

Company InformationCompany Information

Wood County Airport Wood County Airport Located In Bowling Green, OhioLocated In Bowling Green, Ohio Home Of the BGSU Aviation Studies Home Of the BGSU Aviation Studies

ProgramProgram Handling General Aviation as well as Handling General Aviation as well as

Corporate Aircraft for the Northwest Ohio Corporate Aircraft for the Northwest Ohio RegionRegion

Project GoalsProject Goals

Through the Use of Current Qs and ISO Through the Use of Current Qs and ISO

Systems These Accomplishments Should Systems These Accomplishments Should Occur:Occur:– Eliminate Company wasteEliminate Company waste– Improve Company EfficiencyImprove Company Efficiency– Analyze Current Security SystemsAnalyze Current Security Systems– Improve Security Systems Improve Security Systems

Tool 19 SummaryTool 19 Summary

ISO 9000 ISO 9000 A Worldwide System of How to Exist in The Business World. A Worldwide System of How to Exist in The Business World.

Evaluates Factors of The Relationships Between Customers Evaluates Factors of The Relationships Between Customers and and

Suppliers. Suppliers.

TS 16949 2002TS 16949 2002The More Current Update of the ISO 9000 System.The More Current Update of the ISO 9000 System.

Key Elements Concern Quality Management Systems, Key Elements Concern Quality Management Systems,

Management Responsibility, Resource Management, Product Management Responsibility, Resource Management, Product

Realization, and Product Analysis.Realization, and Product Analysis.

Tool 19 Summary (cont.)Tool 19 Summary (cont.)

Kaizen/Six SigmaKaizen/Six SigmaPush and Pull Production System Styles Based off CustomerPush and Pull Production System Styles Based off Customer

Demands. Demands. Continuous Versus Intermittent Production Continuous Versus Intermittent Production

Traditional Productivity ToolsTraditional Productivity ToolsTime Study, Accessibility and Clearance, Posture, Work SamplingTime Study, Accessibility and Clearance, Posture, Work Sampling

and Quality Characteristics. and Quality Characteristics.

Tool 19 Tool 19 A Stepping Stone to Understanding the Next Six Tool Kits. The A Stepping Stone to Understanding the Next Six Tool Kits. The

Main Reason for Evaluating Characteristics is Ongoing Main Reason for Evaluating Characteristics is Ongoing Improvements.Improvements.

Tool 20 SummaryTool 20 Summary

Focuses On Cost and Operations AnalysisFocuses On Cost and Operations AnalysisCompleted Through the Use of General Cost Analysis and Completed Through the Use of General Cost Analysis and

Kaizen Charts. Further Detailed by the Use of the Ongoing Kaizen Charts. Further Detailed by the Use of the Ongoing

Process Control Plan (OPCP) and the Standard Operation Process Control Plan (OPCP) and the Standard Operation

General Analysis (SOGA) General Analysis (SOGA)

Tool 20 FindingsTool 20 Findings

Increase in Costs to Update Security to Increase in Costs to Update Security to Necessary LevelsNecessary Levels

New Systems Would Require Assembly, Testing, New Systems Would Require Assembly, Testing, Maintenance, Maintenance,

and Repair. and Repair.

Different Options to Improve Security including: X-ray Different Options to Improve Security including: X-ray Machines,Machines,

Increased Manpower, Metal Detectors, and Manual Increased Manpower, Metal Detectors, and Manual Inspections.Inspections.

Each New System Would add Continuous Costs Man HoursEach New System Would add Continuous Costs Man Hours

Tool 21 SummaryTool 21 Summary

Builds on the OPCP System and Generates the Builds on the OPCP System and Generates the SOPATASOPATA

The OPCP Evaluates The Process Description, Tools Required The OPCP Evaluates The Process Description, Tools Required For Service, Service Parameters, Customer Characteristics, For Service, Service Parameters, Customer Characteristics, Evaluation Methods and Corrective Actions.Evaluation Methods and Corrective Actions.

The (SOGA) or Standard Operating Procedure Analysis ProvidesThe (SOGA) or Standard Operating Procedure Analysis Providesa Step by Step Process Description, Sequence, Time Issues and a Step by Step Process Description, Sequence, Time Issues and Other Necessary Information as Well as Corrective MeasuresOther Necessary Information as Well as Corrective Measures

Both The OPCP and the SOPATA are Tools that are Continuously Both The OPCP and the SOPATA are Tools that are Continuously Updated and ChangedUpdated and Changed

The TAMA, GCA, and SOPATA all Evaluate Costs and Profitability The TAMA, GCA, and SOPATA all Evaluate Costs and Profitability

Tool 21 FindingsTool 21 Findings

The Tools Within Tool 21 Breaks Down the The Tools Within Tool 21 Breaks Down the Necessary Operations.Necessary Operations.– Target Times Versus Actual Times for Target Times Versus Actual Times for

Operations.Operations.– TAMA Supplies a Complete Schedule TAMA Supplies a Complete Schedule

Breakdown for Implementation of Security Breakdown for Implementation of Security Systems.Systems.

Tool 22 SummaryTool 22 Summary

Tool 22 focused on comparisons to other Tool 22 focused on comparisons to other operations to see if the practices of the WCA could operations to see if the practices of the WCA could be improved, by way of cutting cycle times, and be improved, by way of cutting cycle times, and cutting losses. Major SDA’s that aided this process cutting losses. Major SDA’s that aided this process were:were:

-GBAPSGBAPS-OCAOCA-SOPATASOPATA

Tool 22 Summary cont.Tool 22 Summary cont.GBAPSGBAPS

--This SDA was used to help specifically determine what the WCA could This SDA was used to help specifically determine what the WCA could do better compared to another airport by way of a benchmark audit.do better compared to another airport by way of a benchmark audit.

OCAOCA-The OCA SDA focused on trying to work at 100% efficiency, in this case -The OCA SDA focused on trying to work at 100% efficiency, in this case

WCA security. Reason being, trying to work at an acceptable rate with WCA security. Reason being, trying to work at an acceptable rate with the best practices so as to minimize scrap.the best practices so as to minimize scrap.

SOPATASOPATA-In this SDA, it helped to aid us in setting up a time frame to complete, in -In this SDA, it helped to aid us in setting up a time frame to complete, in

weeks, what and who we were going to compare our security weeks, what and who we were going to compare our security information to. It turned out results on improvements that could be information to. It turned out results on improvements that could be made to the WCA/made to the WCA/

Tool 22 ConclusionTool 22 Conclusion

Findings from tool 22 showed that Findings from tool 22 showed that improvements to the WCA security are improvements to the WCA security are necessary. By practicing security in the necessary. By practicing security in the most efficient way possible, some most efficient way possible, some improvements will ultimately take care of improvements will ultimately take care of themselves.themselves.

Tool 23Tool 23

Main issues of Tool Kit 23Main issues of Tool Kit 23– Failure Mode and Effects Analysis (FMEA)Failure Mode and Effects Analysis (FMEA)– Quality Function DeploymentQuality Function Deployment

FMEAFMEA

Failure mode and effect analysisFailure mode and effect analysis– Related to many other tools and applicationsRelated to many other tools and applications

Basic SPC, Cause and Effect, OPCP, and Sop’sBasic SPC, Cause and Effect, OPCP, and Sop’s

– Team of individuals to make sure that all Team of individuals to make sure that all failures of a product are taken care of. failures of a product are taken care of. Involves identification, analysis and prioritization for Involves identification, analysis and prioritization for

on going improvement, consistent with Kaizenon going improvement, consistent with Kaizen

QFDQFD

Quality Function DeploymentQuality Function Deployment– Used to simplify the design and production Used to simplify the design and production

phasesphases– Also concerned with consumer needsAlso concerned with consumer needs

Design stages of QFDDesign stages of QFD– Prototype development, general studies, pre-Prototype development, general studies, pre-

market studies, and overall costmarket studies, and overall cost

Tool 24 Team 2Tool 24 Team 2Short FormShort Form

TPM Safety and ErgonomicsTPM Safety and Ergonomics

OverviewOverview

E-commerceE-commerce E-organization, TPM, IT, QS, SOPE-organization, TPM, IT, QS, SOP Maintenance and Safety applicationsMaintenance and Safety applications

E-CommerceE-Commerce

Advantages Include output rates, lower time Advantages Include output rates, lower time requirements, information tracking and requirements, information tracking and service emphasis.service emphasis.

Data tracking provides easy inventory, Data tracking provides easy inventory, universal linking, information management universal linking, information management and flow calculations.and flow calculations.

E-Commerce Cont.E-Commerce Cont.

Documentation systems changing to meet Documentation systems changing to meet modern technology.modern technology.

Effect of Automation systemsEffect of Automation systems Effect on Job SkillsEffect on Job Skills Maintenance requirementsMaintenance requirements

E-Organization TPM IT QS SOPE-Organization TPM IT QS SOP

Improvement through analysis and Improvement through analysis and understanding.understanding.

Documentation and Data derived.Documentation and Data derived. Reorganize tasks.Reorganize tasks. ““Best” practicesBest” practices Customer/Supplier linkageCustomer/Supplier linkage Operator DrivenOperator Driven

E-Organization TPM IT QS SOPE-Organization TPM IT QS SOP

5 S’s5 S’s Variation reductionVariation reduction Production Design and Fundamental Production Design and Fundamental

changeschanges Emphasis on Communication, Data Emphasis on Communication, Data

Collection and Monitoring.Collection and Monitoring.

TPMTPM

Knowledge based, increase team flexibility Knowledge based, increase team flexibility to provide better service and organization.to provide better service and organization.

Blending of QS and information systemsBlending of QS and information systems Based on electronic structureBased on electronic structure Assessments Assessments Interconnectivity and communicationInterconnectivity and communication

Maintenance and SafetyMaintenance and Safety

Reduce waste and cost increase uptime and Reduce waste and cost increase uptime and productivity.productivity.

PhilosophyPhilosophy Departmental rolesDepartmental roles ErgonomicsErgonomics

Possible Project ImprovementsPossible Project Improvements

More Accurate Values For Assessment Of More Accurate Values For Assessment Of Current SystemsCurrent Systems

Better Communication Among Team Better Communication Among Team MembersMembers

More Equal Delegation of Work More Equal Delegation of Work ResponsibilitiesResponsibilities

ConclusionsConclusions

General Qs Systems Allow Companies to General Qs Systems Allow Companies to Examine and Correct Areas of Waste and Examine and Correct Areas of Waste and Cost to Better their Companies through Cost to Better their Companies through Increased Profitability and Decreased Increased Profitability and Decreased Losses.Losses.