LongxiEssay Preview: LongxiReport this essayProblem 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
QCRs are highly reliable sources of data and the most complete report and analysis. As a result the first step in developing QC96020 can be found here. QC96020 has been developed in consultation with the management of the plant production business in China. It is a unique and critical program that allows workers, suppliers, suppliers and other stakeholders to discuss and challenge problems and improve production at scale. This programme is aimed at both the plant staff and those in the plant production business.
QCR is the one that produces both the raw and processed data on the plant material at every stage. The raw format has a high quality, non-flammable, non-flammable and non-detergent quality, while the processed format has an unusual content of hazardous components. The quality information is in high quality, non-flammable and non-detergent and it should be of high quality. This is crucial to quality as it is a great source of information for the quality assurance body to provide. However, this information is hard to use for the plant production and manufacturing processes, which are extremely sensitive to quality issues and problems. The fact that the raw format is being published in a form that is easy for production to understand and process can hinder the process. For example, production can be interrupted so that an incorrect amount of raw material can be manufactured in a matter of seconds. Therefore, if more raw material is produced each time, production could occur too quickly and may be halted. It does not help that the raw format format is often unreadable for both plant workers and suppliers.
The raw format is designed to be printed at the same time that the process is being completed. It is also possible to print multiple raw format documents but the raw format documents are not very efficient and produce the same kind of issue but rather a lot of issues and issues are printed at different time.
Quality Assurance: Part I: Process of Quality Assurance
QCR is a program that gives independent scientists, engineers, technicians, technicians working in the plant production industry a chance to learn from each other and try to make correct decisions that are not based on a series of flawed statements. In the case of production QC96020, workers are also in the process of developing one of their main quality indicators. This indicators means that the quality of the plant material must be better. The problem with producing raw materials that do not meet the quality indicators is that the quality issues they confront are always accompanied by the lack of an adequate assurance system in place and the inability to follow basic production control and quality measures.
The quality of raw materials in the plant is made up mainly of nitrate and boron. These nitrate-based materials often have high residual content such as the lead. So, they are not suitable for a variety of commercial product but these materials are generally more reliable in raw products such as wood than nitrate. In addition, the lead is considered a dangerous substance and has been shown to impair performance in the laboratory.
For instance, in the production plant, the number of products used in processing are limited and, as a result, a plant that produces some 50 products each day has many of the problems associated with nitrate. Moreover, production of nitrate in the raw material is very expensive and the quality of the raw material can be high. This leads to delays, including from other plants. This can also