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Team 2 Portfolio Review. Qs 327 Fall 2004 Dr. John Sinn. Team Members. Justin Bayham Steven Gum Craig Kessler David Luth Robert Ritzman Brandon Roberts Adam Snyder Chris Swank. Index. Company Description Project Goals Tool 19 Summary Tool 20 Summary Tool 21 Summary

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team 2 portfolio review

Team 2 Portfolio Review

Qs 327 Fall 2004

Dr. John Sinn

team members
Team Members
  • Justin Bayham
  • Steven Gum
  • Craig Kessler
  • David Luth
  • Robert Ritzman
  • Brandon Roberts
  • Adam Snyder
  • Chris Swank
  • Company Description
  • Project Goals
  • Tool 19 Summary
  • Tool 20 Summary
  • Tool 21 Summary
  • Tool 22 Summary
  • Tool 23 Summary
  • Tool 24 Summary
  • Possible Project Improvements
  • Conclusions
company information
Company Information
  • Wood County Airport
  • Located In Bowling Green, Ohio
  • Home Of the BGSU Aviation Studies Program
  • Handling General Aviation as well as Corporate Aircraft for the Northwest Ohio Region
project goals
Project Goals
  • Through the Use of Current Qs and ISO

Systems These Accomplishments Should Occur:

    • Eliminate Company waste
    • Improve Company Efficiency
    • Analyze Current Security Systems
    • Improve Security Systems
tool 19 summary
Tool 19 Summary
  • ISO 9000

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

Evaluates Factors of The Relationships Between Customers and


  • TS 16949 2002

The More Current Update of the ISO 9000 System.

Key Elements Concern Quality Management Systems,

Management Responsibility, Resource Management, Product

Realization, and Product Analysis.

tool 19 summary cont
Tool 19 Summary (cont.)
  • Kaizen/Six Sigma

Push and Pull Production System Styles Based off Customer


Continuous Versus Intermittent Production

  • Traditional Productivity Tools

Time Study, Accessibility and Clearance, Posture, Work Sampling

and Quality Characteristics.

  • Tool 19

A Stepping Stone to Understanding the Next Six Tool Kits. The Main Reason for Evaluating Characteristics is Ongoing Improvements.

tool 20 summary
Tool 20 Summary
  • Focuses On Cost and Operations Analysis

Completed Through the Use of General Cost Analysis and

Kaizen Charts. Further Detailed by the Use of the Ongoing

Process Control Plan (OPCP) and the Standard Operation

General Analysis (SOGA)

tool 20 findings
Tool 20 Findings
  • Increase in Costs to Update Security to Necessary Levels

New Systems Would Require Assembly, Testing, Maintenance,

and Repair.

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

Increased Manpower, Metal Detectors, and Manual Inspections.

Each New System Would add Continuous Costs Man Hours

tool 21 summary
Tool 21 Summary
  • Builds on the OPCP System and Generates the SOPATA

The OPCP Evaluates The Process Description, Tools Required

For Service, Service Parameters, Customer Characteristics,

Evaluation Methods and Corrective Actions.

The (SOGA) or Standard Operating Procedure Analysis Provides

a Step by Step Process Description, Sequence, Time Issues and

Other Necessary Information as Well as Corrective Measures

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

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

tool 21 findings
Tool 21 Findings
  • The Tools Within Tool 21 Breaks Down the Necessary Operations.
    • Target Times Versus Actual Times for Operations.
    • TAMA Supplies a Complete Schedule Breakdown for Implementation of Security Systems.
tool 22 summary
Tool 22 Summary
  • Tool 22 focused on comparisons to other operations to see if the practices of the WCA could be improved, by way of cutting cycle times, and cutting losses. Major SDA’s that aided this process were:
  • OCA
tool 22 summary cont
Tool 22 Summary cont.


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


-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 the best practices so as to minimize scrap.


-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 information to. It turned out results on improvements that could be made to the WCA/

tool 22 conclusion
Tool 22 Conclusion
  • Findings from tool 22 showed that improvements to the WCA security are necessary. By practicing security in the most efficient way possible, some improvements will ultimately take care of themselves.
tool 23
Tool 23
  • Main issues of Tool Kit 23
    • Failure Mode and Effects Analysis (FMEA)
    • Quality Function Deployment
  • Failure mode and effect analysis
    • Related to many other tools and applications
      • Basic SPC, Cause and Effect, OPCP, and Sop’s
    • Team of individuals to make sure that all failures of a product are taken care of.
      • Involves identification, analysis and prioritization for on going improvement, consistent with Kaizen
  • Quality Function Deployment
    • Used to simplify the design and production phases
    • Also concerned with consumer needs
  • Design stages of QFD
    • Prototype development, general studies, pre-market studies, and overall cost
tool 24 team 2 short form
Tool 24 Team 2Short Form

TPM Safety and Ergonomics

  • E-commerce
  • E-organization, TPM, IT, QS, SOP
  • Maintenance and Safety applications
e commerce
  • Advantages Include output rates, lower time requirements, information tracking and service emphasis.
  • Data tracking provides easy inventory, universal linking, information management and flow calculations.
e commerce cont
E-Commerce Cont.
  • Documentation systems changing to meet modern technology.
  • Effect of Automation systems
  • Effect on Job Skills
  • Maintenance requirements
e organization tpm it qs sop
E-Organization TPM IT QS SOP
  • Improvement through analysis and understanding.
  • Documentation and Data derived.
  • Reorganize tasks.
  • “Best” practices
  • Customer/Supplier linkage
  • Operator Driven
e organization tpm it qs sop1
E-Organization TPM IT QS SOP
  • 5 S’s
  • Variation reduction
  • Production Design and Fundamental changes
  • Emphasis on Communication, Data Collection and Monitoring.
  • Knowledge based, increase team flexibility to provide better service and organization.
  • Blending of QS and information systems
  • Based on electronic structure
  • Assessments
  • Interconnectivity and communication
maintenance and safety
Maintenance and Safety
  • Reduce waste and cost increase uptime and productivity.
  • Philosophy
  • Departmental roles
  • Ergonomics
possible project improvements
Possible Project Improvements
  • More Accurate Values For Assessment Of Current Systems
  • Better Communication Among Team Members
  • More Equal Delegation of Work Responsibilities
  • General Qs Systems Allow Companies to Examine and Correct Areas of Waste and Cost to Better their Companies through Increased Profitability and Decreased Losses.