1st Answer

Introduction: Reliability refers to the probability that a product, system or a service

would perform its intended function for a particular period of time, or would operate in a
defined environment without failing.
Concept and Application:
The most relevant component of this concept is supposed to be clearly understood in
order to totally know how reliability in a product or service would be established.
Probability: The likelihood of mission success.
Intended Function: For instance, to light, cut, rotate or heat.
Satisfactory: Perform as per a specification, with compliance to an acceptable degree.
Specific period of time: Minutes, days, months, or number of cycles.
Specific conditions: For instance, temperature, speed or pressure.
The example also indicates the relevance of involving the quality component of the
reliability formula
Overall Manufacturing and Lean Maintenance: In a pharmaceutical industry, there was
too much of over-capacity and it was thought that the manufacturing reliability wasn’t
that important, after all they could catch up losses with the extra capacity they had and
they could make use of overtime in order to compensate for any losses of production.
Management viewed that it was very important to have a reduced cost of maintenance.
When manufacturing efficiency was measured, the only thing that was considered was
the availability. For instance, a tumbler broke in the last stage while manufacturing
process for tablets was going on. In the tumbler, the tablets were covered with a coating
before packaging as well as delivery.
The break down was caused by a burnt- and worn-out v-belt. The shutdown, which only
lasted for around 45 minutes, lead to a lot of expensive medicine that had to be
scrapped at a huge cost. Since that happened one time before, two years prior, quality
started to be included in how one manufactured the reliability of manufacturing.
Instead of talking with respect to availability, this plan now involves the quality
performance whenever there is an identification loss and measurement of
manufacturing reliability.
Increased manufacturing reliability would increase the product throughput and lower the
time between the raw materials that came in to the finished product. Better reliability
refers to a foundation to a faster and safer flow of manufacturing. This would lead to
lowered expenses in deliveries that are delayed, over production, work-in-progress and
energy expenditure.
This would not be able to materialize if one does not have equipment having high
reliability. If the company does it, then one can with prosperity, apply the “Dell model” or
“Just-In-Time” principles of manufacturing in a successful manner.
Apart from injuries that are work-related and costs of energy would always be positively
impacted by high reliability.
It is common to make use of the concept OEE – Overall Equipment Efficiency when
measuring the reliability of manufacturing, but that is only a part of the concept of
reliability, the other part is overall process efficiency which is the process of
manufacturing, or the chemistry of making the product, such as raw materials,
pressures, temperatures, mixtures of chemical, packaging material, practices of
operation.
In this concept, the OMR, from the maintenance perspective, there are three elements
that one has seen that impact how good and nice OMR can be:
Equipment quality
Number of components that may lead to a problem.
The maintenance of efficiency of an organization.
The quality of equipment involving maintainability as well as design reliability.
The number of components causing a problem: The company doesn’t use paper
machines as a guideline when the company judges possible reliability in various
processes one doesn’t have a data on. Paper machines that are most reliable are the
ones producing, for instance, towel as well as tissue papers.
Such a machine often has one or two driers, so known as yankee cylinders or driers,
each with one drive unit.
A paper machine having several layers and surface coating comprise of many more
components causing problems.
So, the OMR would differ between 96% for a tissue/towel machine and around 82% for
the more complicated machine. A package line having a good OME would reach 85-
90%
The maintenance of efficiency of an organization: One of the best indicators of an
effective maintenance is still the degree of a maintenance that is planned as well as
scheduled. This is because if impacts both the reliability of manufacturing and the
efficiency of maintenance to an extremely high degree.
Furthermore, a high level of planning as well as scheduling would not be reached
without the support of all the other elements of good maintenance involving
maintenance prevention, preventive maintenance, support of store room, problems of
root cause and elimination, etc.
Various studies have been performed where a strong correlation between reliability of
manufacturing and a high-degree of planning as well as scheduling of all maintenance
and work of operation.
Over manufacturing as well as over maintenance: Over manufacturing is to ensure
more than what has been sold and before it requires being delivered.
This is one of the biggest sins in lean manufacturing. The same perspective must be
taken when it comes to high maintenance. In order to perform more maintenance than it
is required or to perform maintenance before it is required must be considered a waste
or even an opportunity to improve.
The biggest improvement the opportunities lie in:
Optimization of old preventive system of maintenance.
Decide if the work that is being performed during the scheduled downtime actually has
to be done.
Prioritize, plan and schedule the work in a way that is disciplined.
Optimize Preventive Maintenance: Optimizing the PM is one of the efforts that can
provide the quickest return on investment. If one has a PM system having all activities
document under every equipment number of identification, optimization is done
comparatively.
If a system where all the PM inspection and other PM activities are documented in a
work order, then the work would become much more extensive, if not impossible.
Conclusion: So, it can be concluded that reliability is an important part of the
manufacturing process and one can test the various methods of reliability in the process
of manufacturing company.
2ND Answer

Presentation: What is QFD?

Quality Function Deployment alludes to a proactive, centered approach that is utilized
with regards to considering the voice of the client and afterward leading the viable
reactions to the assumptions for the clients and requirements during the phases of plan
and creation. At first, it is viewed as a type of circumstances and logical results
investigation, QFD alludes to a fundamental device for quality administration as well as
for arranging.
Idea: QFD would empower cross-useful groups to team up and track down a harmony
between the necessities of the client and specialized prerequisites. This is significant
with regards to smoothing out the manner in which a producer and offices of creation
would conclude what sort of highlights or qualities they should include in their items and
administrations that the customer would buy and esteem.
A comprehensive course of QFD is separated into four distinct stages:
Item Planning: In this stage, the place of value framework is utilized to decipher the
necessities of the client into prerequisites of plan. The VOC is assembled through
leading FGDs, interviews, and other comparable strategies. Thus, the criticism and
understanding from such necessities of client are arranged for the plan and
contemplations of highlights of item.
As this stage would assist with setting the pacing of the whole course of QFD, covering
various perspectives too is significant. These include ID of the hidden, aside from the
self-evident, expressed ones, client needs, highlights of potential contributions of market
and chances of contending with different brands. It is likewise essential to take note of
that this stage is generally driven by the branch of showcasing.
2. Item Development: This stage would empower the group to indicate the plan needs
by ID of basic parts and gathering parts. In this way, these depend on the needs of
offering highlights accumulated in the period of item arranging with the utilization of
place of value lattice.
Process Planning:
The third stage would include dynamic on the plan assembling and cycle of gathering
that would best address the necessities that were talked about in the period of the item
advancement. The group answerable for this angle should have the option to
characterize the required functional rules, components and boundaries.
Creation Planning: The last stage is where the cycle control strategy is laid out,
alongside the cycles of creation and review. These are the significant variables that
ensure that the elements are met and continually going through assessment and
improvement.
End: Following are a portion of the upsides of QFD:
Gains a superior comprehension of the clients: It is critical to have the option to foresee
and follow up on their expectation, either expressed or implicit and renders a decent
purchaser experience.
Used client criticism: It is vital to change what the purchasers would need into
quantifiable objectives of business through the type of measurements of execution,
cycle and that's just the beginning.
Lay out a superior construction of prerequisites: The various phases of item
improvement need endeavors all over divisions, and any shortcoming in the process
might occur. With QFD, one can construct a normalized framework that would assist
with limiting pointless gamble and difficulties.

Use of QFD:
QFD focuses on drivers of customer satisfaction and dissatisfaction, making it a useful
tool for competitive analysis of product quality by top management ensures productivity
and quality improvement through comprehensive analysis and understanding of the
customer requirements, product requirements, and process requirements by all
concerned facilitates simulation of the effects of the new design ideas and concepts,
which in turn reduces the product development time thereby enabling the companies to
introduce the new products quickly and achieve competitive advantage.

Quality Function Deployment Phases

Product Planning: This involves market research, understanding customer
requirements, and evaluating competing products in the market. Before each product
solution is accepted, it is filtered through asset of requirements such as industry
regulations and basic functionality. This process identifies solutions that provide the
desired competitive advantages without violating any expectations. Evaluation includes
adscription of the expected technology needs for the new product. Organisations carefully
consider the impact of technology as there is time schedule that needs to be followed in
order to match customer requirements. If too much time passes between collection of the
voice of the client and implementation, the client requirements may change.
Design Process: This phase involves comparing engineering characteristics and
customer requirements. Based on the result, product characteristics are identified and
designed.
Product and Production Planning: This incorporates process design, operations,
process flow, production planning and quality evaluation checks with respect to
requirements.
Delivery: This phase involves shipping, distributing and servicing the product.

Examples of implementation of QFD

Few years ago, Rain star university from Arizona, implemented QFD to meet the students’
graduation and accreditation needs. The course content and curriculum were designed
through QFD based on students’ requirements. Moreover, emphasis was laid on ensuring
the focus of each academic unit on the graduate.

Conclusion: Chrysler also implemented QFD many years back and they used it in the
manufacturing process of the company. With the help of QFD, Chrysler was able to
incorporate customer requirements during the developing stage of the products.
Company used to first identify the customers’ requirements and then translate these
requirements into the product engineering language. Later on, company used the
customer voice and opinions throughout the product development process. The output
generated from this process proved to be valuable for the manufacturing operations of
the vehicle.
3rd Answer
3a.
Presentation: If you are thinking about a plan of business process, the organization has
to know a lot to roll out this extreme improvement with next to no interference different
work processes excessively.
Concept and Application:
It is vital to follow these means when the individual is hoping to carry out a
reengineering drive
1. Identify the requirement for a change: It is essential to begin by ID of issues
that are repeating that appear to shape the unfortunate criticism in the association. Is
the organization encountering lessening benefits? Is there a low creation yield ready to
go? Is the organization delivering low quality finished results?
Convey the diligent issues to the bosses and stress the need to change. Give instances
of past changes they made to the ongoing system that haven't worked for them:
Idea:
Make a BPR group
When the division that is liable for a thumbs up to improve process, the individual
should assemble a group that is in a situation to devise an imaginative arrangement,
execution of the change and track its exhibition.
It is essential to make a different group that would offer different viewpoints of real
value. Shrewd to include forefront staff individuals would work with such an interaction,
as they have a boots-on-the-ground perspective on what doesn't work and what can be
executed.
Break down the unfortunate cycles: It is critical to dive profound into the current work
processes to sort out what doesn't work:
Utilize the business cycle displaying programming to plan each work process so the
organization is obviously in a situation to see every one of the means in question. This
would empower the organization to pinpoint the difficulties. Assuming that the
organization has made changes previously and haven't conveyed the improvement in
the presentation, different aspects can add to each bottleneck.
It is essential to utilize a fishbone graph to play out a main driver examination on each
failure the individual can see to attempt to sort out the thing would cause them:
Following are the 6Ms:
• Labor supply: What are the difficulties that happen on account of the issues with staff
and work?
• The life-giving force of earth: How takes every necessary step climate influence
the cycle?
• Measure: Are the presentation following components ideal?
• Machine: Is the hardware reasonable, forward-thinking and uninhibitedly
accessible
• Material: Is there enough asset accessible to perform and for the fulfillment of the
gig.
• Technique: Is the cycle directed in the most productive and powerful way?
Pinpoint the measurements of cycle: An individual would settle on the significant
execution markers that would show whether they have figured out how to handle those
bottlenecks.
Estimating the current cycle by rolling out any improvements is significant.
Plan and Test the interaction for reengineering: Redesign the whole cycle from the
beginning. Vital to consider imaginative arrangements frequently absolutely destroy the
difficulties existing in past emphases of the work process.
For example, it is essential to envision the last work process was slow and costly in
view of rehashed desk work mistakes being made due to the section of manual
information. Rather than that, it is critical to present a quality control really look at to
guarantee the approval of manual information passage. The organization can carry out
a business interaction computerization programming like Frevvo.
In this way, the association can populate information fields to guarantee end of the
manual information passage and approve information so no wrong data would fall
through the net.
When the interaction has been planned, it means quite a bit to execute the cycle on a
limited scale to perceive how it functions. Thus, there is no utilization in carrying out an
enormous arrangement without testing it.
Conclusion:
Track Progress and Scale-up: It means a lot to follow the advancement of the new
interaction with the utilization of a pre-chosen KPIs. It is critical to put forth certain that
the BPR attempt of the organization has an immense effect before the arrangement is
increased.
3b.
Introduction: Business process often create repeatable workflows that may take the
guesswork out of daily tasks. Without them, one would be reinventing the wheel at each
turn, and leave the employees frustrated, overwhelmed and unable to make any sort of
progress.
Concept and Application:
While some processes may serve the company well for a while, there may be a time
when they are not effective any longer as they once were.
Following are the challenges of implementing a business process reengineering:
Determining actual root causes: In order to avoid making any false assumptions, it is
important to focus on building a team that is able to get to the real root of pain points.
This team must comprise of the owners of business process. Instead of pointing fingers
and putting blame, it is important to take a pragmatic approach involving the people who
would know the process.
Balancing the focus between current and future state: The BPR does need the company
to look ahead many years down the road. However, this doesn’t mean one must ignore
the current processes and emphasis solely on the future state. In order to define the
future state, one must map the current processes so one is able to identify the
differences between the current as well as future state. This would tell what impact
employees would experience, and enables to develop a communication plan with an
individualized messaging.
Securing executive support: One may need executives to support each aspect of the
digital transformation, especially the BPR aspect. All the plans an individual is working
towards and the changes that are being proposed must receive their approval. If even
one business leader would reject the plan that has been proposed, then one can be left
without the financial and operational support required to reengineer the processes
before the selection of EPR
Integrating Organizational Change Management Any time you modify an employee's
procedures, you should anticipate some resistance, resistance to the change, and even
resistance to the change itself. Because of this, reengineering business processes is a
natural fit for organizational change management.
As was mentioned earlier, developing a communication strategy for change
management will be simpler the more effort you put into defining your current and future
states.
Since your reengineering efforts do half of the work for you, there is no reason to skip
change management. You get the point, though we overstate it.)
3. Securing Executive Support Your executives must support all aspects of your digital
transformation, particularly the reengineering of business processes.
They ought to give their approval to all of your plans and proposed modifications. You
could be left without the financial and operational support you need to reengineer your
processes prior to ERP selection if even one business leader rejects the proposed plan.
Conclusion:
Integrating Organizational Change Management Any time you modify an employee's
procedures, you should anticipate some resistance, resistance to the change, and even
resistance to the change itself. Because of this, reengineering business processes is a
natural fit for organizational change management.