Romeo Engine Plant

Quality Assurance (QA) is one of the most important steps in any project or plan being put together. Making sure the highest quality is provided at the end of a project is what will make a difference to shareholders and customers. Ensuring that all steps of the project are checked and validated will help catch any risks that might hinder the project success. A QA plan needs to be put together by the PM to make sure all steps and tasks of the project are checked to for highest quality. Checking in with the stakeholders throughout the whole project stages to review quality of the product is also very helpful in reaching stakeholder satisfaction in the end.

Procurement of raw material and sub contractor labour is also the direct responsibility of the operations manager. This is to allow for the seamless arrival of the right raw materials and subcontracted components in to the production process so that there are no wasted time delays and rework of parts and components. Materials and subcontracted labour/parts must be supplied at the right quality, in the right quantity at the right price for the project to be successful.

To effectively plan overhead costs for a product the management must aim to eliminate activities that do not add any value to the product in question. The process of costing is very important in that it supplies information on evaluation and control to various aspects of a business enterprise. Variance measures price and quantity differences that occur in any budgeted and actual prices and quantities. There exist a difference between fixed overhead spending variance and variable overhead spending variance in that the fixed overhead spending variance does not include estimation error while variable spending variable does.

Our quality management plan will define the acceptable level of quality, which is defined by the project sponsor to us, and from us to our contractors. We will ensure a high level of quality in our deliverables and work processes, with these quality management activities:

High cost to source, train and implement quality processes with new supplier Separating parts can confuse Accounts Payable and payment,

Our company gave priority to the quality which came before costs. Top management supported all of our initiatives that improve quality, production process and delivery. Our QS9000 certified key supplier Trimco were supplying parts with incorrect specification, defective and damaged parts including frequent short supply of those parts required for interior trim of the trucks. Those resulted reordering of parts, additional material handling, over time for post-assembly installation and the delay in the delivery of the finished truck to the customer. Our company is facing challenge to uphold our company strategy “do it right first time”, production of quality trucks and maintain delivery schedule.

Quality Control or (QC) for short, is a set of strictly enforced procedures that have been designed to ensure that a product meets the qualtiy requirements of a client on a ongoing basis. Therefore, to ensure that you provide your clients with consitentcy as far as qualiity goes, as the potential manufacters about the specifics surrodung the procedures they implement to enure qualitiy

Non-Conformances on an aircraft has an impact on the financial status of any corporation. Defects documented on the airplane have proven to lessen the value and often leads to the customer opting to walk away from the deal forcing the manufacture to seek another buyer at a reduced rate. Costs do not result from only producing and fixing failures; a large number of costs comes from ensuring that quality products are produced. The cost of conformance is the price paid for preventing poor quality (inspection and quality appraisal). On the other hand, the cost of non-conformance is the cost of poor quality caused by product and service failure (rework and returns). Investigation of problems with the aircraft is an aid in prevention of failure to

However, this system was found to be “ineffective for costing and bidding individual parts.” Id. While some machines produced low cost parts at high volume, other machines were producing high cost parts at low volume, which created cost discrepancies between various machines and thus misallocation of

Having identified the areas of improvement, Porter started a Quality Improvement Program (QIP) to enhance the customer service level of its service team. The training included provision of training on customer contact skills to technicians, redefining of service guidelines, development of customer satisfaction surveying system and a bonus system for awarding outstanding performed technicians evaluated by customers.

During the month, the company purchased an additional $68,000 of raw materials. During May, $92,000 of raw materials were requisitioned from the storeroom for use in production. These raw materials included both direct and indirect materials. The indirect materials totaled $5,000. The debits to the Work in Process account as a consequence of the raw materials transactions in May total:

Weekly meetings: To focus on quality, productivity and scrap related issues on a continuous basis. Continuous improvement and feed back mechanism moved process towards zero defect philosophy. The functions of tracking defects are mostly automated. This gave workers and managers enough time and resources to work on improving action, innovation and quality.

The QTTP identifies critical quality attributes (CQAs), which establish a limit or range to ensure a desired process quality. The QTTP also identifies the critical process parameters (CPPs), which are used to monitor or control a process to ensure the process produce the desired quality on a CQA. The QbD works within the design space to achieve a process that performs consistent to CQAs and CPPs affect on overall quality. A control strategy is used to ensure quality in the product is maintained throughout the process and all phases of the product lifecycle. QbD can be used throughout the entire lifecycle to improve efficiency and quality of the product.

External customer requirements may be gathered and transformed into specific, actionable process improvements using quality function deployment, a well- structured product development process which dictates what the market requires into a program to create, manufacture, and deliver it. However, teams should collaborate to arrive at a common understanding of the customer needs and determine the appropriate technical requirement of each stage. As soon as customer expectations are met, customer satisfaction will improve, resulting in a take-back of market share and an increase in revenue.

QIP consists of On-Time Delivery, Cycle time, Yield, Outgoing Defects, Cost, Employee Productivity, Turnover. Parameters like On-time delivery, Outgoing defects are directly related to the customer satisfaction. A miss in these would give rise to decrease in customer satisfaction and they may do their future business with the ADI’s competitors. Factors like Cycle time, Outgoing defects, Cost deals with reducing the cost of production which in turn affects the product pricing.