LongxiJoin now to read essay LongxiProblem StatementLongXi Machinery Works is forecasting an increase in demand for its multi cylinder engines. This increase in demand offers the company the opportunity to deliver more powerful engines to a larger, scalable and more versatile product mix LongXi has identified that it is having quality control issues in manufacturing the Dual Gear Shaft (DGS), an important component of the multi cylinder engine,. In response the company is in the process of creating a new Quality Management Department to not only look at the quality concerns of this component, but also grow quality throughout LongXi Machinery Works.
Analysis SectionCurrently LongXi has been using a modified Total Quality Management technique based on the structure of ISO 9000 called “The Method”. LongXi also has a quality reward system where employees are rewarded according to the quality of the product manufactured in their respective departments “The Method” and quality reward system includes guidelines and rules in approaching quality improvements, but relies heavily on inconsistent self and mutual quality inspections. This makes LongXi’s production much more labor intensive than Changchous a major competitor, and relies on older equipment and human judgment. LongXi outsources 80 percent of its engines components, but has resisted any vertical integration of key components including the DGS. They also have resisted the idea of a formal ISO 9000 certification as too costly and time intensive.
Longxi’s main competitor is Changchai Diesel Works. Changchai is also realizing the high demand in multi cylinder engines, and was ISO 9000 certified in 1993. They look to increase their production capacity from 300 units to roughly 60000 units. To realize this demand Changchai has created joint ventures with two diesel engine component manufactures to vertically integrate into their production process and keep a better quality control on the supply of parts. They outsource 83% of their component needs, and have imported new manufacturing techniques from Germany, United States and Japan to improve their manufacturing productivity and quality.
In response to the high defect rate of 44% (occurred on September 1996) for the DGS component, Mr. Lin the head of the quality control is looking to put together a new group to address this and other quality issues called QC 96020. QC 96020 would be responsible for setting up quality processes to look into the manufacturing of the DCS and other high value components. Lin’s first suggestion in forming QC96020 is to get more involvement from top management in QC group activities. Moreover, he believes that top management should have strict control over the quality process by requiring reports from plant’s middle level management detailing QC group actions in order to avoid problems from recurring. In the past, people let mistakes and quality issues to recur because they were not motivated or supervised. Workers are supposed to inform inspectors of other inspections on an as-needed
QRT-99020-G-3, Part 1: A review of the Quality Control Procedures in DGS-6-C, DGS-6-C. (C.S.)
Mr. Lin is a member of the Board of Directors, the Chairman and Chief Executive Officer of the Group of DGS Producers. He is also a member of the Board of Directors and Chairman of the Global Group, an independent independent group that meets regularly. The Board has approved a formal assessment of all the quality control procedures for DGS-6-C as a matter of practical effectiveness by the DGR.
The objective is to develop an integrated team which will focus on the quality management of DGS products and equipment.
In a nutshell, in order to do this, the DGR (Executive Council of DGR Producers) in 2015 will provide guidance and support to stakeholders and their organisations to the DGR as more and more manufacturers participate. This will include the DGR manufacturing partners’ internal business and environmental expertise, as well as the DGR engineering and technical teams to improve quality control of DGS materials and build infrastructure for DGS-6-C and to provide the DGR with support for ongoing development of the DGS project roadmap (http://www.dgs-product-products.com/. The DGR can also support DGS-1-C with the DGR Engineering and Technical teams to develop the next generation of materials products and to provide operational support (p.622).
QRT-99020-B-3, Part 2: A review of the Quality Control Plans of DGS-6-D, DGS-6-D-D-D-D
Mr. Lin is a member of the Board of Directors of the Group of DGS Producers. He also serves as Chairman in the Board of Directors and Co-Chief Executive Officer of the World of DGS Producers. He is also Chairman of the Global Group, a European DGS consortium that represents over 1.5 million consumers and employees worldwide. He also leads production by consulting clients on global sustainability and environmental issues.
The DGR is under the ownership of the DGR Engineering and Technical team at DMS Research. The DGR Engineering and Technical team is managed by John McRae and John O’Grady respectively. The main components of the DGR Engineering and Technical team are that:
First is the DGR’s manufacturing partner, the International DGS Manufacturing (IAGMA), which has a strategic relationship with DMS Research. The primary DGR Engineering and Technical team operates with the International DGS Manufacturing (IAGMA) subsidiary of DMS Research.
Second: is DMS Research’s supplier, the DGC (Industry Leading Consumer Protection Unit), which is an independent DGR organization founded in 2009 and has been operational since February 2003. The DGC Engineering and Technical team has provided the DGS Producers with information and information in support of the production requirements for DGS products.
Third: is DGS Research’s primary research and development facility located in Northampton Suffolk (a location, with its own security and security-related employees, of the DGR Technical and Science departments in Northampton Suffolk; a location, with its own security and security-related staff); and that is housed at its North Bedford-Staunton (a location, with its own security and security-related employees, of the DGR Engineering and