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Unit 2 [MT435:Operations Management]Page 1 of 4Assignment Details and RubricUnit 2: Quality Management and Lean Systems PaperQuality Management and Lean Systems PaperIn the modern world, businesses an

Unit 2 [MT435:Operations Management]Page 1 of 4Assignment Details and RubricUnit 2: Quality Management and Lean Systems PaperQuality Management and Lean Systems PaperIn the modern world, businesses and individuals need to optimize their efforts to gain effectiveness and efficiency. Also, concepts of sustainability, continuous improvement, and processes that ensure increased value are considered to track operations management towards success.Many of the terms of quality management and lean systems come from Japanese culture and language, due to Dr. W. Edwards Deming’s research occurring in Japan. Deming is often referred to as The Father of Quality due to his foundational role in the establishment of Quality Management.Examine the business concepts of quality management and lean systems:Quality Management1. Dimensions of Quality2. Cost of Quality3. Six Sigma4. ISO5. Quality toolsLean Systems1. JIT2. Lean Production3. Kanban4. Kaizen5. Poka-yokeUnit 2 [MT435:Operations Management]Page 2 of 4Then, select one concept from each of the lists above and compose your paper to include:

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****** ********** & *** ********* ************************************* ******** *** Six-SigmaThe core **** ** **** is to ****** maximum value to *** ******** **** ******* ***** ** ******** more ***** **** fewer resources **** focuses ** ******** ********* creating ********** ********* ** *** ***** **** is * statistical ******* **** ********** *** amount of ********* ******* in * ******* ******** ** * fixed ************* ********* focuses ** ********** *********** *** corresponds ** ***** 999997% ****** *********** ** Lean *** ****************** does *** ******** ******* ******* speed *** ** *** lack of *********** in ********* ** ********* applying ********* ******* alone is ******* ***** companies ******* ****** improvements in ******* process and finished ***** ********* *** **** **** is not *** ******* ******** ** the ***** problem ** ********* **** not **** **** ** ********* **** across ***** ************ *** lack of *********** ** ********* has limited the ******* ** **** ** selected ***** ****** *** ************ ** ** * ******* ***** ** ******* high ******* **** ***** *** *** cost then ** ****** *** **** **** and ********* ************** So **** ********* ** * methodology **** ****** *** ******* **** ** *********** in ******** ************ **** ******* ******* ***** *** ******** ******* The ****** ** lean *** ********* is ******** ******** **** cannot ***** * ******* ***** statistical ******* *** ********* ***** ****** ************ ******* ***** or ****** **** ******** * ****** ************** ******* ******* In ************ Six- ***** ******* ** **** **** ******* ****** *** ********* Define *** ******** ******* *** scope ********** ***** ******** ** ******** Collect ********** *********** about the ******* ********** ******** **** ******* ********** ******* **** **** ******* *** current *********** ******* ******** **** ** ******* and ******** causes· **** ****** **** **** ***** analyse for special ******** ****** ********* ***** and ****** ********** ********* ******* ******* ***** detailed process maps3 ******* to identify causes· ******* * ******** ******* statement· Explore ********* causes· Organize potential causes· ******* data· Use ********** ******* ** ********* ********* ****** possible solution *** ******** ****** solutions· ******* plans *** *********** ******* results *** ******** benefits5 ********* ******* *** document ******** practice· ***** ******* ******* ************* ********* *** *********** ************ ******* Summary *** ********* process for ************ **** ********* is:Specify value **** the ********** of *** *** ******** ** product ************** *** the ***** ** the value stream for each product ****** ********* all ********* ******** ********* the value-creating steps ***** ** tight ******** ** the ******* **** **** ******** ****** the ********** **** ** ********** *** ********* **** ***** **** *** next ******** **************** *** ******* **** *** wastes *** ************** of **** ********* **** 1: ******** critical to quality ****** must be ********* ***** Rule 2: ** * ** *** ***** in *** ******* ** caused by ** * ** the ********** Rule 3: *** ******* ******** ** flow through *** ******* ** inversely ************ ** **** *** ****** of “things” ** ******* *** *** ******* variation ** supply *** demandReferencesMicheal * ****** 2002 Lean *** ***** * ********* Six ***** Quality With **** ***** New ***** Tata Mc ***** ******

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