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    Mona Sahoo
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    Jieliang was chided by her manager for scanning barcodes first before applying them, which went against the specified TQC process. However, Marty Cole later discovered that Jieliang's method was actually more efficient. This raised the question of whether the TQC instructions should be revised if more efficient techniques from line staff were identified. The document then provides background on Precision Electro-Tek's lean manufacturing model and use of visual tools like TQC charts and kanban systems. It describes Cole's visit to their Dongguan facility and recommendations for improving processes through an open culture, rewarding performance, and making jobs more engaging.

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    Jieliang was chided by her manager for scanning barcodes first before applying them, which went against the specified TQC process. However, Marty Cole later discovered that Jieliang's method was actually more efficient. This raised the question of whether the TQC instructions should be revised if more efficient techniques from line staff were identified. The document then provides background on Precision Electro-Tek's lean manufacturing model and use of visual tools like TQC charts and kanban systems. It describes Cole's visit to their Dongguan facility and recommendations for improving processes through an open culture, rewarding performance, and making jobs more engaging.

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    108 views9 pages

    Jieliang Phone Home: Submitted by

    Uploaded by

    Mona Sahoo
    Jieliang was chided by her manager for scanning barcodes first before applying them, which went against the specified TQC process. However, Marty Cole later discovered that Jieliang's method was actually more efficient. This raised the question of whether the TQC instructions should be revised if more efficient techniques from line staff were identified. The document then provides background on Precision Electro-Tek's lean manufacturing model and use of visual tools like TQC charts and kanban systems. It describes Cole's visit to their Dongguan facility and recommendations for improving processes through an open culture, rewarding performance, and making jobs more engaging.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 9

    Jieliang Phone

    Home
    Submitted By:

    1
    Background

    ● Precision Electro-Tek was a large contract ● One day, he saw that a “Yellow Hat” line
    manufacturer who had converted to a lean manager was yelling at a line employee named
    manufacturing model few years ago Jieliang for not following the TQC
    ● Marty Cole was the head of ● Cole on enquiring found that Jieliang was
    manufacturing processes and technology chided because she scanned the bar codes first
    at the mobile handset unit of Precision and them applied them whereas the reverse
    ● His manufacturing unit visits have been should have been done
    extraordinarily treasured for figuring out ● Jieliang had not followed TQC which is a step
    thoughts and opportunities. by step instruction sheet which stated the
    sequence in which the particular production
    task had to be done

    2
    Problem Statements

    Jieliang was aware that her Whether or not the TQC


    method was more efficient instructions be revised by
    than TQC instructions. Even taking feedback from line staff
    then she didn’t put a if there were more efficient
    suggestion in the suggestion techniques present than
    box. Why? current one?

    3
    TQC & Visual Factory

    ● The TQC was a step-by-step instruction ● The term Visual Factory is used to
    sheet posted at each workstation describe how data and information
    are conveyed and utilized in a lean
    ● It indicated how and in what order the
    manufacturing environment.
    process engineers and management ● The objective is not to introduce a
    team wanted the particular production system of visual communication, but
    step completed to create a visual mode of
    ● TQC used the shapes to depict three Organization
    steps of production ● Equipment and work are arranged to
    promote easy communication
    Check the work of previous worker ● Automated production tools having
    red-yellow- green lights on posts
    Conduct the work

    Check own work


    4
    Precision Operations in Dongguan

    ● Precision’s largest facility Dongguan


    ● Cole’s met with factory management team, key customer representatives to Dongguan
    Visit’s
    ● TQC Charts were available in english and chinese in clear plastic sleeve in front of each
    station
    ● PCB lines occupied less space of central floor as compared to assembly and package cells
    ● Kanban System To minimize waste and increase efficiency
    ● Status and hourly output rate monitoring system at the front of each line.
    ● Suggestion box for workers
    ● Indirect labour and engineers had an office area with facility of desk and computers
    ● IDLS too had cubicles on the factory floor with a computer in each

    5
    Lean Manufacturing Principles:

    Elimination
    Elimination Zero
    Zero Just-In-Time
    Just-In-Time
    of
    of waste
    waste Defects
    Defects

    Kaizen
    Kaizen or
    Pull
    Pull instead
    instead
    or
    continuous
    continuous
    of
    of push
    push improvement
    improvement

    6
    CONTINUOUS IMPROVEMENT

    ● Mobile phones are fast moving commodity with very short product lifetimes

    ● Focus on:

    Managing Precise
    Managing Precise Waste
    complex inbound
    complex inbound materials Waste
    materials minimisation
    supply chain management minimisation
    supply chain management

    7
    Recommendations

    Precision can resolve the internal issues by inculcating the following:

    • The employees should be rewarded for their


    Reward system performance which will incentivise them to improve
    their performance

    • A culture that promotes openness, teamwork,


    Open Culture
    collaboration and friendship should be promoted

    • The employees have a monotonous job which should be


    Job design made more interesting and challenging
    • Outsourcing some work to consultants can also be done

    Performance management & • Fair, transparent and trustworthy processes help to meet
    resource allocation processes people’s drive to defend
    THANK YOU!

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