Process Reengineering of Fan and Blower Production

• Main Author: Subramaniam, Kumares Wara Rao
• Format: Thesis
• Language: English; English
• Published: 2004
• Online Access: http://psasir.upm.edu.my/id/eprint/529/1/549633_FK_2004_63.pdf; http://psasir.upm.edu.my/id/eprint/529/

The most common approach to business problem solving and making improvement is by starting at the core of the business: the sequence of different elements of the business i.e. the process. The fan and blower industry is best described as job shop environment that requires different levels and process techniques. The amalgamation of all these processes and quality control system is the final desired outcome of this project. The system was designed using guidelines of the Process Quality Model (PQM). The PQM is suitable for the purpose of designing a system that will identify and document any non-conformance. The design encompasses the four major departments that are involved in production. The most important department, which is Production, consists of several sections doing their own processes. This department received through attention in order to create the optimum solution. The first step was to get the necessary comments from the employees in charge of the departments. After this, the present system is analysed to determine the current manufacturing process and its quality control measures. When this is achieved, the right definition of quality is created to be the motto for the creation of the new system. Then appropriate solutions are thought of and reworked many times to ensure they are accepted. To do this, accurate information is sent to the workers through training and education. When the new measures are in place, right measurement to determine the effectiveness of the system is needed to justify its existence. The shop floor consists of eight different sections that gives different rates of non-conformances. The improvements were conducted during a period of eleven months from September 2001 to August 2002. In this period of time, the sections recorded an increase of non-conformances from 15 times (at September 2001) to 57 times (at August 2002) which is an increase of 280.00%. While the labour hours lost to correct or remedy them decreased from 97.5 hours to 38.5 hours (decrease of 60.51%) in the same period. For the same period, the losses decreased 95.77%. These figures show that the implemented improvement detects more quality issues but decreases the cost losses and time spent to solve them. However, there is always improvement to be done in any system. Thus recommendations to improve the system is noted too.