Essay About Process Management And Business Concept

Chapter 7 – Process Management – Case Iii: Stuart Injection Molding Company
Chapter 7 – Process Management – Case Iii: Stuart Injection Molding Company
Chapter 7 – Process Management
Case III (pp. 366-367): Stuart Injection Molding
The Management and Control of Quality (Sixth Edition) by Evans and Lindsay,
South-Western Publishing (ISBN: 81-315-0136-1 or 978-81-315-0136-8).
By: Noriel Go
Chapter 7 – Process Management
Case III. Stuart Injection Molding Company (SIMC)
Process Management as a business concept normally employs various interrelated activities
within an organization. Often times, these chains of activities are regarded as “value creation”,
which involve effective execution of the process and efficient utilization of resources. Thus, the
ultimate goal of customer satisfaction is at hand.
In this case, SIMC was in the right track to hire a consultant in regards to its continuous
process improvement. Below are some of the most prevalent considerations SIMC should
evaluate:
Process / Department: Recommendation:
1. Production Capacity SIMC, in trying to venture into automotive sector as one
aspects of its business, should consider first production and
operational capacity. After determining that it can still
accommodate additional production on its operating capacity,
the next crucial step to do is a cost–benefit analysis on the
new business line. This is a key towards successful plan
execution – a blueprint of the value – chains. Strategic as it
seems, it incorporates the goal of the entire organization.
2. Operational Effectiveness Can the business handle excess capacity? Basically, this
question arises after the company has identified its capability.
Of course, operational effectiveness comes from a myriad of
support factors needed to produce what is required.
Combined with its existing time and quality tested procedures,
the cross-functional teams have knowledge and skills to
properly execute those changes. Since this will be a new
business segment, proper mapping of the existing procedures
is helpful. Hence, the need of a written manual.
3. Cross–Functional Teams Every department contributes to the success of the
organization. Those identified workers formed into crossfunctional
teams should properly document the specific
process assigned to them on every process level and aspect
they are involved in. This is where successful process
mapping originates. The team leader is responsible in
ensuring that every process level is well documented,
complete with process design and correct flow of the
activities. Monitoring is very important job for the lead.
4. Just – In – Time (JIT)
& What-If
Eliminating waste and cost maximization are of prime
importance in this case. We have seen that SIMC has
procedure in place for those non-conforming products.
However, it is without doubt that those items involve great
amount of cost. What does it mean to their budget? It costs a
lot, as I see it. What if, theres a smart and effective way to
minimize waste and non-conforming products? Would it be
great