Analyse this case from the DMAIC perspective and share your observations
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The Red Cross Hospital at ABC City is a 384 bedded general hospital with 1000 staff and an annual budget of $70 million. It also runs a 50 bed burn care center. During 2019, the hospital admitted 15,000 patients, performed 20,000 outpatient treatments, and received 2,00,000 visits to its outpatient units. During the past four years, the hospital invested significant resources to build a quality assurance system and in 2016, they received ISO 9000 certification. Employees of the hospital were good at solving quality problems but did not have a project management system to evaluate and prioritize projects.
Problems in project management at Red Cross Hospital included issues such as misalignment of project goals with strategic goals, lack of a process to determine project relevance, lack of a procedure for evaluating project cost effectiveness, poor project decision making, lack of ability to access potential savings of other projects, and lack of project monitoring and project comparison tools. All of these issues led to wasted time and money in project planning and execution. Another problem for Red Cross Hospital was that employees were not relieved of other job responsibilities to work on quality improvement projects. They had limited time to spend on these projects which often resulted in delayed implementation and delayed savings from the projects.
Analyse this case from the DMAIC perspective and share your observations.
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Briefly describe Six Sigma quality programme and discuss how it could be used resolve the product and service quality problems at AA Pharmaceutical.Tombro Industries is in the process of automating one of its plants and developing a flexible manufacturing system. The company is finding it necessary to make many changes in operating procedures. Progress has been slow, particularly in trying to develop new performance measures for the factory. In an effort to evaluate performance and determine where improvements can be made, management has gathered the following data relating to activities over the last four months: Month 1 2 3 4 Quality control measures: Number of defects 201 179 140 98 Number of warranty claims 62 55 46 43 Number of customer complaints 118 112 95 74 Material control measures: Purchase order lead time 10 days 9 days 7 days 5 days Scrap as a percent of total cost 1% 1% 2% 3% Machine performance measures: Machine downtime as a percentage of availability 5% 6% 6% 10% Use as a percentage of…. VivoCity is Singapore's largest mall, attracting 40 million visitors a year. Its two largest retail tenants, occupying 22.4% of the mall, are VivoMart, a combination of a hypermarket, upscale supermarket, and drug store, and Tangs Department Store. In 2010, on a per square foot basis, VivoCity's major and mini anchors achieved average sales of S$678 a year while paying rent of S$78 a year. Specialty retailers achieved average sales of S$950 a year and paid an average rent of S$196 a year. a. With a relevant diagram, illustrate a department store's marginal benefit from and marginal cost of attracting customers. Show the externality on a specialty retailer and identify the economically efficient number of customers. (b) Compare the ratio of rent to sales for major and mini anchors and for specialty retailers. (c) Explain why VivoCity charges lower rents to anchors than to specialty retailers. (d) Are externalities from a department store to nearby retailers more likely to be resolved…
- Explain how poor quality of goods and services is an indicator of an inadequate control system.Rubatex Corporation manufactures rubber and foam for a variety of products, including artificial turf housing and insulation, hockey helmet liners, scuba diving suits, sports sandals and mouse pads. The company was purchased by an investment firm called American industrial partners (AIP) that has so far earned only a 1 percent return on its investment. Obviously the company is having problems. Its sales are up but earnings are down. In the first three months after acquisition, the company lost $2 million on $68 million in sales. Understandably, AIP wants to know why and is demanding aggressive action. Employees at the Bedford, Virginia, plant say they know something’s wrong. The plant is hot and dirty and crumbling, and they are working harder to produce items of poorer quality. Fewer than 7 of 10 orders are shipped on time, and 2% of sales are returned as defective. Built in 1924, the plant sprawls over 14 buildings, with only the offices and lunchroom air-conditioned. Equipment is…Case Study Toyota SA Motors (TSAM) has announced a R4.28bn investment in local vehicle assembly and parts supply. Speaking at the company’s annual State of the Motor Industry address at Kyalami on Thursday, president and CEO Andrew Kirby said the lion’s share of R2.43bn would go towards the production of a new passenger-car model from October 2021 at the Prospecton plant in KwaZulu-Natal. The new car, which he did not name, will replace the Corolla model line that will end in 2020. TSAM also announced it will build a Toyota Hybrid Synergy Drive vehicle, in a first for the continent. Kirby said the investment will inject R2.85bn a year into the South African economy and create about 1,500 new jobs. He noted that the deal was made possible due to industrial policy certainty in the form of the Automotive Production and Development Programme, the government’s incentive plan for the motor industry. The next phase of the APDP runs from 2021 to 2035. TSAM has boosted the local economy with…
- Case Study Toyota SA Motors (TSAM) has announced a R4.28bn investment in local vehicle assembly and parts supply. Speaking at the company’s annual State of the Motor Industry address at Kyalami on Thursday, president and CEO Andrew Kirby said the lion’s share of R2.43bn would go towards the production of a new passenger-car model from October 2021 at the Prospecton plant in KwaZulu-Natal. The new car, which he did not name, will replace the Corolla model line that will end in 2020. TSAM also announced it will build a Toyota Hybrid Synergy Drive vehicle, in a first for the continent. Kirby said the investment will inject R2.85bn a year into the South African economy and create about 1,500 new jobs. He noted that the deal was made possible due to industrial policy certainty in the form of the Automotive Production and Development Programme, the government’s incentive plan for the motor industry. The next phase of the APDP runs from 2021 to 2035. TSAM has boosted the local economy with…Case Study Toyota SA Motors (TSAM) has announced a R4.28bn investment in local vehicle assembly and parts supply. Speaking at the company’s annual State of the Motor Industry address at Kyalami on Thursday, president and CEO Andrew Kirby said the lion’s share of R2.43bn would go towards the production of a new passenger-car model from October 2021 at the Prospecton plant in KwaZulu-Natal. The new car, which he did not name, will replace the Corolla model line that will end in 2020. TSAM also announced it will build a Toyota Hybrid Synergy Drive vehicle, in a first for the continent. Kirby said the investment will inject R2.85bn a year into the South African economy and create about 1,500 new jobs. He noted that the deal was made possible due to industrial policy certainty in the form of the Automotive Production and Development Programme, the government’s incentive plan for the motor industry. The next phase of the APDP runs from 2021 to 2035. TSAM has boosted the local economy with…Tombro Industries is in the process of automating one of its plants and developing a flexible manufacturing system. The company is finding it necessary to make many changes in operating procedures. Progress has been slow, particularly in trying to develop new performance measures for the factory. In an effort to evaluate performance and determine where improvements can be made, management has gathered the following data relating to activities over the last four months: Month 1 2 3 4 Quality control measures: Number of defects 185 163 124 91 Number of warranty claims 46 39 30 27 Number of customer complaints 102 96 79 58 Material control measures: Purchase order lead time 8 days 7 days 5 days 4 days Scrap as a percent of total cost 1% 1% 2% 3% Machine performance measures: Machine downtime as a percentage of availability 3% 4% 4% 6% Use as a percentage of availability…