1. Team 2 Portfolio Review Qs 327 Fall 2004 Dr. John Sinn

2. Team Members  Justin Bayham  Steven Gum  Craig Kessler  David Luth  Robert Ritzman  Brandon Roberts  Adam Snyder  Chris Swank

3. Index  Company Description  Project Goals  Tool 19 Summary  Tool 20 Summary  Tool 21 Summary  Tool 22 Summary  Tool 23 Summary  Tool 24 Summary  Possible Project Improvements  Conclusions

4. Company Information  Wood County Airport  Located In Bowling Green, Ohio  Home Of the BGSU Aviation Studies Program  Handling General Aviation as well as Corporate Aircraft for the Northwest Ohio Region

5. Project Goals  Through the Use of Current Qs and ISO Systems These Accomplishments Should Occur: –Eliminate Company waste –Improve Company Efficiency –Analyze Current Security Systems –Improve Security Systems

6. Tool 19 Summary  ISO 9000 A Worldwide System of How to Exist in The Business World. Evaluates Factors of The Relationships Between Customers and Suppliers.  TS 16949 2002 The More Current Update of the ISO 9000 System. Key Elements Concern Quality Management Systems, Management Responsibility, Resource Management, Product Realization, and Product Analysis.

7. Tool 19 Summary (cont.)  Kaizen/Six Sigma Push and Pull Production System Styles Based off Customer Demands. Continuous Versus Intermittent Production  Traditional Productivity Tools Time Study, Accessibility and Clearance, Posture, Work Sampling and Quality Characteristics.  Tool 19 A Stepping Stone to Understanding the Next Six Tool Kits. The Main Reason for Evaluating Characteristics is Ongoing Improvements.

8. Tool 20 Summary  Focuses On Cost and Operations Analysis Completed Through the Use of General Cost Analysis and Kaizen Charts. Further Detailed by the Use of the Ongoing Process Control Plan (OPCP) and the Standard Operation General Analysis (SOGA)

9. Tool 20 Findings  Increase in Costs to Update Security to Necessary Levels New Systems Would Require Assembly, Testing, Maintenance, and Repair. Different Options to Improve Security including: X-ray Machines, Increased Manpower, Metal Detectors, and Manual Inspections. Each New System Would add Continuous Costs Man Hours

10. Tool 21 Summary  Builds on the OPCP System and Generates the SOPATA The OPCP Evaluates The Process Description, Tools Required For Service, Service Parameters, Customer Characteristics, Evaluation Methods and Corrective Actions. The (SOGA) or Standard Operating Procedure Analysis Provides a Step by Step Process Description, Sequence, Time Issues and Other Necessary Information as Well as Corrective Measures Both The OPCP and the SOPATA are Tools that are Continuously Updated and Changed The TAMA, GCA, and SOPATA all Evaluate Costs and Profitability

11. Tool 21 Findings  The Tools Within Tool 21 Breaks Down the Necessary Operations. –Target Times Versus Actual Times for Operations. –TAMA Supplies a Complete Schedule Breakdown for Implementation of Security Systems.

12. Tool 22 Summary  Tool 22 focused on comparisons to other operations to see if the practices of the WCA could be improved, by way of cutting cycle times, and cutting losses. Major SDA’s that aided this process were: -GBAPS -OCA -SOPATA

13. Tool 22 Summary cont. GBAPS - This SDA was used to help specifically determine what the WCA could do better compared to another airport by way of a benchmark audit. OCA -The OCA SDA focused on trying to work at 100% efficiency, in this case WCA security. Reason being, trying to work at an acceptable rate with the best practices so as to minimize scrap. SOPATA -In this SDA, it helped to aid us in setting up a time frame to complete, in weeks, what and who we were going to compare our security information to. It turned out results on improvements that could be made to the WCA/

14. Tool 22 Conclusion  Findings from tool 22 showed that improvements to the WCA security are necessary. By practicing security in the most efficient way possible, some improvements will ultimately take care of themselves.

15. Tool 23  Main issues of Tool Kit 23 –Failure Mode and Effects Analysis (FMEA) –Quality Function Deployment

16. FMEA  Failure mode and effect analysis –Related to many other tools and applications  Basic SPC, Cause and Effect, OPCP, and Sop’s –Team of individuals to make sure that all failures of a product are taken care of.  Involves identification, analysis and prioritization for on going improvement, consistent with Kaizen

17. QFD  Quality Function Deployment –Used to simplify the design and production phases –Also concerned with consumer needs  Design stages of QFD –Prototype development, general studies, pre- market studies, and overall cost

18. Tool 24 Team 2 Short Form TPM Safety and Ergonomics

19. Overview  E-commerce  E-organization, TPM, IT, QS, SOP  Maintenance and Safety applications

20. E-Commerce  Advantages Include output rates, lower time requirements, information tracking and service emphasis.  Data tracking provides easy inventory, universal linking, information management and flow calculations.

21. E-Commerce Cont.  Documentation systems changing to meet modern technology.  Effect of Automation systems  Effect on Job Skills  Maintenance requirements

22. E-Organization TPM IT QS SOP  Improvement through analysis and understanding.  Documentation and Data derived.  Reorganize tasks.  “Best” practices  Customer/Supplier linkage  Operator Driven

23. E-Organization TPM IT QS SOP  5 S’s  Variation reduction  Production Design and Fundamental changes  Emphasis on Communication, Data Collection and Monitoring.

24. TPM  Knowledge based, increase team flexibility to provide better service and organization.  Blending of QS and information systems  Based on electronic structure  Assessments  Interconnectivity and communication

25. Maintenance and Safety  Reduce waste and cost increase uptime and productivity.  Philosophy  Departmental roles  Ergonomics

26. Possible Project Improvements  More Accurate Values For Assessment Of Current Systems  Better Communication Among Team Members  More Equal Delegation of Work Responsibilities

27. Conclusions  General Qs Systems Allow Companies to Examine and Correct Areas of Waste and Cost to Better their Companies through Increased Profitability and Decreased Losses.