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Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Manufacturers can gain a competitive advantage through lower production cost, better quality, better efficiencies and being more flexible and dependable than its competitors. Lower production cost can be a result of first-time-right quality products and efficient production processes in terms of throughput. Low production cost is not a destination but a journey where the goalpost will always move as competitors will continuously come up with ideas to lower prices and margins have to be cut in order to stay competitive. This is where manufacturers must come up with initiatives to continuously drive its operational metrics to remain competitive. This research report will explain how Distell's biggest bottling plant, Green Park, successfully introduced Process Control to increase its quality operational metric and a Six Sigma project to reduce downtime to increase its efficiency operational metric to drive its operational costs down. Process Control was introduced as a TOM initiative with a subsequent reduction in rework due to poor quality (thousands) from R1 585 to R484. This contributed to 'first-time-right' production, better efficiencies and not tying up valuable production time with reworks. The Six Sigma principles were used on a production line to introduce initiatives to reduce changeovers and unplanned downtime to improve its GEE. This initiative has a projected benefit of R687 (thousands). The report also indicated that a 1% increase in Green Park's overall GEE will result in 1% saving of production hours resulting in a 1% saving of variable cost. This will result in an OEE of 63% that will save 226 hours and R410(thousands). / AFRIKAANSE OPSOMMING: Vervaardigers kan 'n kompeterende voorsprong verkry deur laer produksiekoste, beter gehalte en groter doeltreffendheid te bewerkstellig en deur meer buigbaar en betroubaar as hul teestanders te wees. Goeie gehalte produkte wat die eerste keer reg is en doeltreffende produksieprosesse vir verwerkingskapasiteit kan laer produksiekoste tot gevolg het. Lae produksiekoste is nie 'n bestemming nie, maar 'n reis waartydens die doelpale sal skuif met teestanders wat deurgaans met idees om pryse te verjaag, vorendag sal kom. Winsgrense sal moet verklein word om kompeterend te bly. Hier moet vervaardigers inisiatief aan die dag lê om hul operasionele meetbares te dryf om kompeterend te bly. Hierdie navorsingsverslag sal verduidelik hoe Distell se grootste botterings aanleg, Green Park, prosesbeheer (Process Control) suksesvol in werking gestel het om sy meetbares wat operasionele gehalte betref, te verhoog, en 'n Six Sigma-projek ingestel het om staantyd te verminder sodat sy meetbares wat operasionele doeltreffendheid betref, kan verhoog en sy operasionele koste sodoende besnoei word. Prosesbeheer is as algehele gehaltebestuursinisiatief ingestel met 'n gevolglike vermindering van herverwerking weens swak gehalte (duisende) van R1 585 na R484. Dit het bygedra tot groter doeltreffendheid met produksie wat uit die staanspoor reg is, en verhoed dat kosbare produksietyd op herverwerking gespandeer word. Die Six Sigma-beginsels is in 'n produksielyn gebruik om inisiatiewe in werking te stel om oorskakelings en onbeplande staantyd ter verbetering van die algehele toerustingsdoeltreffendheid (OEE), te verminder. Hierdie inisiatief hou 'n geprojekteerde voordeel van R687 (duisende) in. Die verslag dui verder aan dat 'n 1%-verhoging in Green Park se algehele OEE sal lei tot 'n 1% besparing in produksie-ure, wat 'n 1% besparing op veranderlike koste tot gevolg het. Dit sal tot 'n OEE van 63% lei, wat 226 uur en R410 (duisende) sal spaar.

When the nonconformities are independent, a multivariate control chart for nonconformities called a demerit control chart using a distribution approximation technique called an Edgeworth Expansion, is proposed. For a demerit control chart, an exact control limit can be obtained in special cases, but not in general. A proposed demerit control chart uses an Edgeworth Expansion to approximate the distribution of the demerit statistic and to compute the demerit control limits. A simulation study shows that the proposed method yields reasonably accurate results in determining the distribution of the demerit statistic and hence the control limits, even for small sample sizes. The simulation also shows that the performances of the demerit control chart constructed using the proposed method is very close to the advertised for all sample sizes. Since the demerit control chart statistic is a weighted sum of the nonconformities, naturally the performance of the demerit control chart will depend on the weights assigned to the nonconformities. The method of how to select weights that give the best performance for the demerit control chart has not yet been addressed in the literature. A methodology is proposed to select the weights for a one-sided demerit control chart with and upper control limit using an asymptotic technique. The asymptotic technique does not restrict the nature of the types and classification scheme for the nonconformities and provides an optimal and explicit solution for the weights. In the case presented so far, we assumed that the nonconformities are independent. When the nonconformities are correlated, a multivariate Poisson lognormal probability distribution is used to model the nonconformities. This distribution is able to model both positive and negative correlations among the nonconformities. A different type of multivariate control chart for correlated nonconformities is proposed. The proposed control chart can be applied to nonconformities that have any multivariate distributions whether they be discrete or continuous or something that has characteristics of both, e.g., non-Poisson correlated random variables. The proposed method evaluates the deviation of the observed sample means from pre-defined targets in terms of the density function value of the sample means. The distribution of the control chart test statistic is derived using an approximation technique called a multivariate Edgeworth expansion. For small sample sizes, results show that the proposed control chart is robust to inaccuracies in assumptions about the distribution of the correlated nonconformities. / Graduation date: 2004

Thesis (M.S.)--Rochester Institute of Technology, 2009. / Typescript. Includes bibliographical references (leaves 69-72).

Thesis (M.S.)--State University of New York at Binghamton, Thomas J. Watson School of Engineering and Applied Science, Department of Systems Science and Industrial Engineering, 2009. / Includes bibliographical references.

Engineering problems often involve many conflicting quality characteristics that must be optimized simultaneously. Engineers are required to select suitable design parameter values which provide better trade-off among all quality characteristics. Multiresponse optimization is one of the most essential tools for solving engineering problems involving multiple quality characteristics. Optimizing several quality characteristics when the quality characteristics are correlated makes the optimization process more complex. The aim of this research is to evaluate the performance of several existing multiresponse optimization methods and investigate their capabilities in dealing with correlated quality characteristics. This study also investigates the impact of uncertainty in terms of input parameter selection. A new multi-response optimization approach has been proposed for solving correlated quality characteristics. The proposed approach is compared with the existing methods and found more robust in terms dealing with uncertainty in target selection. The comparative study and application of the proposed approach is demonstrated by considering two examples from the literature having correlated quality characteristics.

Com um mercado global cada vez mais agressivo e competitivo, as indústrias têm buscado meios para se manterem competitivas. O Processo de Desenvolvimento de Produtos (PDP) ocupa um importante papel na estratégia das empresas que buscam um diferencial competitivo. Entretanto, para um PDP se tornar um diferencial competitivo, ele deve apresentar um patamar mínimo de maturidade, que representa o seu potencial de crescimento de capacitação, a riqueza do processo da organização e a consistência com que ele é aplicado em todos os seus projetos. Existem vários modelos que permitem avaliar a maturidade de um PDP. Porém, o Capability Maturity Model Integration (CMMI) fornece uma solução integrada que abrange atividades de desenvolvimento e manutenção de produtos e serviços. Entretanto, ele foi originalmente criado para analisar indústrias de tecnologia de informação, não abrangendo os termos utilizados nas empresas de manufatura. Sendo assim, o objetivo deste trabalho é propor uma estratégia que adapte parte do modelo CMMI-DEV 1.3, viabiliza e facilita o entendimento das suas metas e práticas para empresas de manufatura. Para isso, é apresentada uma revisão bibliográfica sobre o CMMI-DEV 1.3, PDP de empresas de manufatura e estratégias utilizadas para adaptar termos de métodos, modelos ou ferramentas entre áreas de especialidades distintas, incluindo um detalhamento conceitual de seus itens para, posteriormente, identificar a parte do modelo a ser adaptado nesse trabalho. Após esta delimitação, os termos são correlacionados com termos similares aos encontrados na literatura de empresas de manufatura e validados através da revisão por pares. Visando verificar a eficiência da estratégia para adaptação dos termos, recorre-se a entrevistas com sete profissionais de quatro indústrias e um acadêmico, todos variando de três a quinze anos de experiência na área de PDP. Entre os resultados, o trabalho contribui com uma proposição para a adaptação de termos do modelo CMMI-DEV 1.3 utilizado em indústrias de TI para o PDP das empresas de manufatura. / Through a global market increasingly aggressive and competitive, many industries are seeking ways to keep competitive. The Product Development Process (PDP) plays an important role in the strategy of companies that look for a competitive advantage. However, for the PDP become a competitive advantage, it must provide a minimum level of maturity, which represents the growth potential of training, the wealth of the organization's process and the consistency which it is applied in all its projects. There are several models for assessing the maturity of the PDP, but the Capability Maturity Model Integration (CMMI) provides an integrated solution that covers development activities and maintenance of products and services. However, it was originally created to analyze the information technology industries, not covering the terms used in manufacturing companies. Thus, the aim of this work is propose a strategy to adapt the CMMI - DEV 1.3, enabling easier understanding of their goals and practices for manufacturing companies. For it is presented a review on the CMMI - DEV 1.3 PDP manufacturing companies and strategies used to adapt terms of methods models or tools among different speciality areas, including a detailed concept of their items in order to identify the part of the model to be adapted in this work. After this definition, the terms are correlated with similar terms to those found in the literature of manufacturing companies and validated through peer review. In order to verify the effectiveness of the strategy to adapt the terms, the study performed interviews with seven professionals from four manufacturing industries and one academic, all of them ranging from three to fifteen years of experience in the PDP. Among the results, the study contributes to a proposition for adaptation of CMMI-DEV 1.3 used in IT industries for the PDP of manufacturing companies.

Com um mercado global cada vez mais agressivo e competitivo, as indústrias têm buscado meios para se manterem competitivas. O Processo de Desenvolvimento de Produtos (PDP) ocupa um importante papel na estratégia das empresas que buscam um diferencial competitivo. Entretanto, para um PDP se tornar um diferencial competitivo, ele deve apresentar um patamar mínimo de maturidade, que representa o seu potencial de crescimento de capacitação, a riqueza do processo da organização e a consistência com que ele é aplicado em todos os seus projetos. Existem vários modelos que permitem avaliar a maturidade de um PDP. Porém, o Capability Maturity Model Integration (CMMI) fornece uma solução integrada que abrange atividades de desenvolvimento e manutenção de produtos e serviços. Entretanto, ele foi originalmente criado para analisar indústrias de tecnologia de informação, não abrangendo os termos utilizados nas empresas de manufatura. Sendo assim, o objetivo deste trabalho é propor uma estratégia que adapte parte do modelo CMMI-DEV 1.3, viabiliza e facilita o entendimento das suas metas e práticas para empresas de manufatura. Para isso, é apresentada uma revisão bibliográfica sobre o CMMI-DEV 1.3, PDP de empresas de manufatura e estratégias utilizadas para adaptar termos de métodos, modelos ou ferramentas entre áreas de especialidades distintas, incluindo um detalhamento conceitual de seus itens para, posteriormente, identificar a parte do modelo a ser adaptado nesse trabalho. Após esta delimitação, os termos são correlacionados com termos similares aos encontrados na literatura de empresas de manufatura e validados através da revisão por pares. Visando verificar a eficiência da estratégia para adaptação dos termos, recorre-se a entrevistas com sete profissionais de quatro indústrias e um acadêmico, todos variando de três a quinze anos de experiência na área de PDP. Entre os resultados, o trabalho contribui com uma proposição para a adaptação de termos do modelo CMMI-DEV 1.3 utilizado em indústrias de TI para o PDP das empresas de manufatura. / Through a global market increasingly aggressive and competitive, many industries are seeking ways to keep competitive. The Product Development Process (PDP) plays an important role in the strategy of companies that look for a competitive advantage. However, for the PDP become a competitive advantage, it must provide a minimum level of maturity, which represents the growth potential of training, the wealth of the organization's process and the consistency which it is applied in all its projects. There are several models for assessing the maturity of the PDP, but the Capability Maturity Model Integration (CMMI) provides an integrated solution that covers development activities and maintenance of products and services. However, it was originally created to analyze the information technology industries, not covering the terms used in manufacturing companies. Thus, the aim of this work is propose a strategy to adapt the CMMI - DEV 1.3, enabling easier understanding of their goals and practices for manufacturing companies. For it is presented a review on the CMMI - DEV 1.3 PDP manufacturing companies and strategies used to adapt terms of methods models or tools among different speciality areas, including a detailed concept of their items in order to identify the part of the model to be adapted in this work. After this definition, the terms are correlated with similar terms to those found in the literature of manufacturing companies and validated through peer review. In order to verify the effectiveness of the strategy to adapt the terms, the study performed interviews with seven professionals from four manufacturing industries and one academic, all of them ranging from three to fifteen years of experience in the PDP. Among the results, the study contributes to a proposition for adaptation of CMMI-DEV 1.3 used in IT industries for the PDP of manufacturing companies.