Assignment 5

Rutherford Best

Toys for 2000 & Beyond

IE-673-850

July 29, 2009

eLearning Pack ID: IE673-Sum-2009-28-25

All work has been completed by Rutherford Best.

GradeI recommend a grade of 100% for this assignment because all of the syllabus

requirements are addressed.

Contents

Part 1 (RFID incorporation into Toys for 2000 & Beyond)IntroductionMainSummaryFurther work

Part 2 (Quality audit of Toys for 2000 & Beyond)IntroductionMainSummaryFurther work

Part 3 (Video conference)Meeting minutesMeeting notesScreen printsCarbon footprint

SummaryReferences

Part 1:The Toys for 2000 & Beyond’s R&D department have decided to implement a new package tracking system called RFID for products enclosed in large packages. The idea behind this decision is to improve record keeping and reduce manpower required for inventory control. We at Toys for 2000 & Beyond anticipate huge savings with this new large package tracking system. In addition the potential of the system to one day paying for itself exist.

After assembly of a large package items is complete, Toys for 2000 & Beyond plans to store the package in two or three different fully partitioned locations in the warehouse. Toys for 2000 & Beyond will typically produce two types of vehicles. The first type of vehicle is special order for the customers. The second will be vehicles produced to various design standards determined by Toys for 2000 & Beyond. This means that there will be huge variations with the vehicle contained in each packaged enclosure. A warehouse clerk could go insane looking at labels on packages that may or may not be at their specified location. The above factory layout calls for a dynamic tracking system. A system that has the potential to grow with an increase in customer demand. This best describes an active RFID tagging system. Active RFID tags have the capability to emit a simple signal for identification. This signal can be tracked anywhere within the warehouse. Coupled with the information stored on the inventory computer network such a system has the potential to grow with increasing customer market demand.

An excerpt has been provided from the Toys for 2000 & Beyond’s CIMprg process modeling file. It depicts the typical child, child relationship of the RFID process found in the CIMprg process models. Click here to return to home page for CIMprg link. The diagrams address all the major activities, from placement of the RFID tag onto the package to shipment of a new replacement tag for the RFID tag inventory (see below for operation of RFID inventory system). Observe the RFID inventory restocking process is totally automatic. This is sustainability at its finest.

This tremendous potential for benefit and traceability is justification for using RFID tags as a final means of identification after the vehicle is packaged. The RFID system is expandable with hardware capable of accepting a multitude of different software programs. This expandability will not exclude us from growth on a global perspective in the years to come.

Subaru, Spesso, Kistler, and Manhattan Toys are all on board with and have high hopes for this new system. Toys for 2000 & Beyond has instructed each participating company to include an accurate digital record with each shipment of assembly parts and accessories for direct incorporation into to inventory system upon receipt at the factory. Each package will be given a rewritable RFID tag for tracking and inventory within the factory. This will eliminate the half hazard haste

sometimes associated with chasing down last minute parts for the assembly process. Toys for 2000 & Beyond will also use the new tracking system for high cost in house manufactured parts.

Toys for 2000 & Beyond Updated the CORA and PFRA studies to reflect the usage of RFID tags for inventory control. As stated above, all assembly parts entering the Toys for 2000 & Beyond factory from participating companies will receive an inventory control label. Click here to return to home page for CORA and PFRA links. Of the three highest CORA AIR values reported in Assignment 2, the only AIR value that receives additional attention is the transmission. The value changed from 228 to 264; again this is because transmission and transmission parts coming into the factory will receive a RFID tag. The PFRA study revealed a low risk factor associated with the RFID tag. The Accumulated RPN is Only 18.72. This value is significantly lower than the 230 that generated a red flag in Assignment 4.

RFID tag inventory:Toys for 2000 & Beyond will keep a minimum number of RFID tags in inventory to make sure tags are readily available for installation. Upon activation of a new RFID tag the inventory computer will automatically submit an order to the supplier for a replacement tag. The supplier will be instructed not to mail a shipment of new tags until the order quantity reaches a 10 count minimum.This way tags can be shipped automatically when supplies run low and arrive in time for use. Toys for 2000 & Beyond plans to purchase RFID tags from a suppler capable of demonstrating a consistent level of reliability in their tags and meeting Toys for 2000 & Beyond’s inventory requirements.

We at Toys for 2000 & Beyond will continue to improve on our inventory control practices in order to be an industry leader for manufacturing quality products in 2000 and beyond.

Part 2:Quality auditToys for 2000 & Beyond have decided to conduct a quality audit on the manufacturing and assembly processes of the vehicle. These are two very important aspects of production because they involve planning, time and money. The audit will enable Toys for 2000 & Beyond to review all of the design documents, manufacturing procedures, assembly procedures, and analytical tools to confirm the vehicle will fit together the way it should.

Toys for 2000 & Beyond will take a proactive approach and conduct a full internal manufacturing and assembly audit with a team of two engineers. The two engineers selected have offices in different locations but have been equally involved with the vehicle production process. This level of involvement enabled the audit team to conduct an interactive audit via the world wide web. The engineer from our design engineering department has a good manufacturing and

assembly background and the other from our industrial engineering department will be the less partial team member with a good design and auditing background. The collaborating companies will not be involved with the audit but each team leader will be listed on the audit report distribution list. The audit will have duration of one week with a two day follow-up to review and document implementation of the findings.

The Toys for 2000 & Beyond’s internal audit began with a review of the manufacturing procedures. The auditors reviewed the machines required for production as well as the time required to produce quality parts. The team went on to identify potential bottlenecks in the production process and developed strategies to keep parts moving through to prevent delays. These aspects of production are very important because they have a lot to do with final assembly of the vehicle. The audit team used the opportunity to develop a schedule for sub-assemblies that they will ultimately use to develop the vehicle assembly schedule.

Here is a description of the strategy the design team used for identification of a potential problem with a fastener used to hold the hub/universal joint on the end of the drive shaft. The audit team pulled together two analytical tools and noticed the pattern of a potential problem with the way the through hole and thread manufacturing process related to the mating of the fastener used to assemble the drive shaft to the hub/universal joint. This was one of the few problems noticed by the audit team mainly because of the sustainable and green approach used early on in the design process. The two analytical tools that facilitated this discovery were the PFRA study and statistical analysis. This discovery resulted in a series of video conferences the first of which is documented below. Fortunately, since this problem was found during the internal audit, we will experience big savings by not producing poor quality parts and ultimately cut down on waste.

Recommendations for the aforementioned fastener problem are included in the notes section of the video conference recorded below. A full audit report will be generated after the findings from this audit are reviewed and conclusions made. The report will be distributed to team leaders of Subaru, Spesso, Kistler, and Manhattan Toys. Follow-up will be scheduled for three weeks from the conclusion date of the audit.

Part 3:Video conferencingBelow is the meeting agenda distributed before the meeting:

Toys for 2000 & BeyondQuality Audit Meeting #1

Date: 7/26/09

The quality team at Toys for 2000 & Beyond has been tracking vehicle production since the beginning of the design process. Review of the PFRA study and statistical analysis point to a potential problem with a specific feature of the drive shaft design. The analytical tools point to a lack of integrity with the hub/universal joint fastener. This pattern was noticed in both analytical tools.

By the conclusion of this meeting the quality audit team expect to:- Discuss the results of the attached analytical tools- Document findings and solution to the problem- Set dates by which corrective actions need to be taken- Discuss seven questions on syllabus about video conferencing

Rutherford BestToys for 2000 & Beyond

Attachments:PFRA Matrix, dated 7/23/09; Statistical Analysis Study, dated 7/16/09

Cc: FileTrina Anderson, via e-mail (in attendance)

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Meeting notes:Date: 7/26/0911:30 am: Spoke to Trina Anderson of Premium Event Planning, member of audit team, about meeting for video conference at 2:30 pm.3:45 pm: Spoke to Trina and scheduled video conference for 4:15 pm.4:15 pm: Start of video conference.Notes:The main drive shaft threads are most likely to fail for hub/universal joint through hole diameter variations that are above the calculated average. This is because the tool used to install the thread requires a through hole, including the lower tolerance, with a maximum diameter of .15625 inches. With that said. From a statistical stand point. Test data point numbers 3, 5, 6, 7, 9, 13, 16, 21, and 24 all represent potential threats for failure based on the PFRA study. Recommend zero defect method as a solution for manufacturing shaft.Two weeks from date of meeting the zero defects method must be the official method of manufacturing shaft.

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Prints of video conference session:

-----------------------------------------------------------The purpose of the video conference session was to conduct Quality Audit Meeting #1 and address specific concerns of potential integrity problem with manufacturing the vehicle drive shaft. SKYPE, downloaded from the web, was the software package used. Above are four screen prints of the video conference session, meeting agenda, and meeting notes. The video conference approach to

problem solving proved to be a success. It is a step above teleconferencing because it offers a lot of nonverbal communication. Unfortunately the main challenge was getting the SKYPE software to work correctly. Half way through the meeting we switch verbal communication to a speakerphone because we were experiencing technical difficulty with the sound. The video transmission and screen print features worked well. The estimated carbon footprint savings in comparison to a face to face visit is 2E-4 tons of carbon.Carbon footprint:

The annual carbon footprint for my home is 1.98 tons. This value was calculated with a carbon footprint calculator at http://www.carbonfootprint.com/calculator.aspx.The carbon footprint for my video conference is a fraction of this number.

My carbon footprint for the1.5 hour video conference at home was approximately 3.4E-4 tons.

VehiclesUnleaded gasoline has 8.87 kg (19.56 lbs) of CO2 per gallon. By dividing number of miles driven by miles per gallon, we get the number of gallons of gasoline consumed annually. We multiply this by 8.87 and divide by 1,000 to get metric tons of CO2.

http://www.carbonfund.org/site/pages/carbon_calculators/category/Assumptions

The carbon footprint for a 1 mile drive to the NJIT library for a meeting is approximately 3.6E-4 tons.

The annual carbon footprint for a 225 square foot study room at NJIT is approximately 0.8 tons. This value was calculated with a carbon footprint calculator at http://www.carbonfund.org/business/calculator. The carbon footprint for my meeting is a fraction of this number.

My carbon footprint for the 2 hour meeting at NJIT is approximately 1.8 E-4 tons.

Total for face to face: 5.4E-4 tons

Difference: 5.4 – 3.4 = 2E-4 tonsThis result means the carbon footprint for a face to face meeting is more. This result is based on the carbon footprint calculators available on the web.

References:

Manhattan Group, LLC, 2008Imaginations at play!, 2009 Product Book,Manhattan Toy, 430 First Ave North, Suite 500Minneapolis, Minnesota 55401 USA

http://www.spesso.com (Official website for SpessoGaskets, leaflet included with eLearning Pack)

PiezoSmart, System descriptionKistler, 75 John Glenn DriveAmherst, NY 14228-2171

Media Information, 2009Using your Subaru CD-ROMSubaru of America, Inc.P.O. Box 6000Cherry Hill, NJ, 08034http://www.Subaru.com

Ranky, P. G., Summer 2009, IE673 Total Quality Management Presentation on CD-ROM with off-line Internet Support, published by CIMware, http://www.cimwareukandusa.com

http://www.cimwareukandusa.com/CIMpgr1.html (In this website the section, Introduction to the Aims of CIM and Concurrent Engineering, contain useful information on concurrent engineering.)

eLearning Pack ID: IE673-Sum-2009-28-25

http://www.carbonfootprint.com/calculator.aspx (This website was useful for calculating the carbon footprint for the video conference.)

http://www.carbonfund.org/site/pages/carbon_calculators/category/Assumptions (This website was useful for calculating the carbon footprint for a commute to the office for a face to face meeting.)

http://www.carbonfund.org/business/calculator (This website was useful for calculating the carbon footprint for the face to face meeting.)