SUBJECT:

production and Quality Management

SUBMITED BY:

Mr. Faisal Tahseen Shah

SUBMITED BY:

Zeeshan Abid

ASSIGMNENT #1

Quality Steps of General Motors

1. MANAGEMENT COMMITMENT They giveTop-level view on quality to all employees. 2. THE QUALITY IMPROVEMENT TEAM - Pursue the quality regime throughout the business. 3. QUALITY MEASUREMENT - Analysis of business quality performance in a meaningful manner. 4. THE COST OF QUALITY - Make sure everyone in the business understands the need for a quality system, and the costs to the business if there is no quality system in place. 5. QUALITY AWARENESS - Again make everyone in the business aware of the impact of quality systems. 6. CORRECTIVE ACTION - Ensure a system is in place for analyzing defects in the system and applying simple cause and effect analysis, to prevent re-occurrence 7. ZERO DEFECTS PLANNING - Look for business activities in which zero defect logic should be applied. 8. SUPERVISOR TRAINING - Trained supervisors in both quality logic and zero defect appreciation which they apply to their business activities. 9. ZERO DEFECTS DAY - A quality event by which all members of the effected section become aware that a change has taken place. 10. GOAL SETTING - Once a change has been implemented in a section of the business, the next step is to get the employees and supervisors in that section to set goals for improvement to bring about continuous improvement. 11. ERROR CAUSE REMOVAL - Communication process by which management are made aware that set goals are difficult to achieve in order for either the goals to be reset or help given by management to achieve the goals.

12. RECOGNITION - Management recognize the employees who participate in the quality schemes. 13. QUALITY COUNCILS - Use both specialist knowledge and employee experiences to bring about a focused approach to business quality regime. 14. DO IT OVER AGAIN In continuous improvement they start from the beginning again and again.

Quality Steps of Ford

According to Dan Dobbs, the Six Sigma Master Black Belt who runs Six Sigma practices at Ford, Waste and lack of quality on many levels. This is true especially when you look at the far superior Ford Warranty claim system. As of 2008, the warranty repair rate for Ford by utilizing Six Sigma decreased by 60%. Ford Chief Engineer Art Hyde takes the now implemented Six Sigma a step further saying, The design and engineering analysis process makes it possible for problems that previously may not have surfaced until (product) launch, to be caught and corrected in the virtual world through the DMAIC process. The DMAIC process, or define, measure, analyze, improve, and control has built an overall strategy for consistency in our teams, continues Hyde. Of their Six Sigma implementation for 2010 product launches, The Companys Quality Operating System or (QOS) is crucial for identifying and correcting problems within the manufacturing facilities. Six Sigma and QOS implemented in each plant includes cross-functional groups of engineers, plant management, and production specialists all skilled problem solvers whove been trained through Six Sigma. Ford seems to be sticking with Six Sigma roles and has 60,000 Six Sigma Green Belts, over 7,000 Black Belts and 400 Master Black Belts worldwide. To make the process work even better, Ford is working with Wayne State University in Detroit to aid all UAW Ford reps in becoming Six Sigma Black Belts.