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SEMESTER SPRING 2013
PRODUCTION AND OPERATIONS MANAGEMENT
(MGT 613)
ASSIGNMENT # 02
DUE DATE: 2ND JULY, 2013
MARKS: 30
ASSIGNMENT:
Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan.
Since its beginning, the company has always been contributing towards the advancement
and development of the engineering sector in Pakistan by introducing a range of quality
electrical equipments and home appliances.
For improvement in different divisions of the company, management of PEL electronics
wants to implement the concept of “six sigma” so as to develop the appliances that are
near to perfection and reliable. A team of Marketing and Operations department experts
is formulated and are asked for their suggestions and expert opinion on this decision.
Suppose that you are the part of that team what will be your recommendations on the
basis of your knowledge of “Production and operations management” on the following
domains:
1. What are the factors that will explain that Pak Elektron Limited (PEL) is prepared
for the deployment of “six sigma”? Provide suitable details to support your point.
(15)
2. What possible obstacles that the management of Pak Elektron Limited (PEL) have
to face while implementation of “six sigma”. (15)
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1. What are the factors that will explain that Pak Elektron Limited (PEL) is prepared?
For the deployment of “six sigma”? Provide suitable details to support your point.


Six Sigma Programs are always directed towards quality improvement, cost cutting and time saving. Six
Sigma Programs are employed in:
1:Design
2:Production
3:operation management
4:service
5:Inventory management
6:Delivery



Training is an essential part of a Six Sigma deployment. Several aspects of the training plan must be considered. For example: What are the training objectives? Who will get trained and in what order? Will everyone receive the same training? If not, what are the criteria for who receives each level or type of training? How will the training be structured and what areas will receive the most attention? What will be the duration of training? What methods, case studies, format, training aids will be used during the training session? Who will conduct the training – internally trained personnel or consultants? What are the selection criteria for choosing instructors?

These are just a few questions that should be taken into account when evaluating the training plan. There are numerous ways to conduct training depending on the objectives or needs of the business and there is no one-size-fits-all solution. However, answering these questions up front and identifying potential issues before training begins will factor into the success of the implementation.

After Six Sigma is initiated and personnel are trained, numerous ideas for projects may be generated. The number of projects launched is far less important than their impact to the bottom line. A handful of successful, completed projects outweigh a multitude of never-ending works in progress.

Maximizing involvement on Green Belt and Black Belt projects may initially help facilitate the culture change within the company if two common pitfalls can be avoided.

The first is when employees find themselves on so many project teams that they can barely manage their time. These results in Six Sigma overload and translate into unmet project deliverables.

The second is when projects are selected without key stakeholder support or buy-in from the organization’s leadership. This can doom the project from the start.

Even before launching Six Sigma, it is important to assess how projects are selected. Projects should be directly tied into the key business indicators and metrics. So Pak Electron Limited (PEL) has to select the project for implementing the six sigma. 
Management should be able to agree on the importance of each project, regardless of whether it truly grasp the concepts and tools of Six Sigma. There are more questions to answer relative to project selection: Does management select and staff projects or do the Black Belts identify areas of opportunity and petition for support? What are the selection criteria for projects? What is the process to obtain project sponsorship?
Feel good projects” (those that may be highly visible but with no positive financial outcome) will ultimately erode support for Six Sigma. Ensuring that the organization feels the impact of projects and keeping management engaged are essential to creating a lasting quality program.
Simply kicking off a Six Sigma program does not guarantee results. However, Electron limited can increase its chances for success by objectively evaluating whether the necessary factors for success currently exist in the organization. Then, the company can start spending time preparing a well-thought-out deployment plan.
Q:2
What possible obstacles that the management of Pak Elektron Limited (PEL) have
To face while implementation of “six sigma”.

These are the following obstacles in the way of implementing six sigma.

Obstacles to Implementing Six Sigma (TQM) includes the lack of:
1. Company-wide definition of quality.
2. Strategic plan for change.
3. Customer focus.
4. Real employee empowerment.
5. Strong motivation.
6. Time to devote to quality initiatives.
7. Leadership.
8. Poor inter-organizational communication.
9. View of quality as a “quick fix”.
10. Emphasis on short-term financial results.
11. Internal political and “turf” wars.



Testing: 
Test-market for the new product.
So the PEL COMPANY should be test the market. Be sure it has the features the customer wants. Be sure the customer will pay the price being asked. Be sure the distributor and sales organization are comfortable selling it. You may need to test your advertising and promotion as well.
Distribution: 
PEL company can use the same distribution channels you currently use? Can you use the same independent representatives or sales force? Is there sufficient sales potential in the new product to convince a distributor, retailer, or agent to take on the new line? There are significant up-front selling costs involved in introducing new products. Everyone in the channel wants some assurance that the investment of time and money will be recovered.


Training: 
Your sales organization, inside employees, and distribution channels will need to be trained about the new product. If the product is sufficiently complex, you may need to provide face-to-face training. Or perhaps some type of multimedia program will do the job. If the product is not that complex, literature may work. Again, timing is critical. Train before the product hits the shelves, not after.
Promotion: 
Finally, you need the promotional program to support the introduction: advertising, trade shows, promotional literature, technical literature, samples, incentives, Web site, seminars, public relations. Time it all with production, inventory, shipments, and training. The new product will simply sit in the warehouse without the right support materials.


Market research: 
Market research is the key. Without the necessary information, you're simply flying blind in a storm, headed for a crash landing. Market research does more than confirm your "gut feeling," it provides critical information and direction. It identifies market needs and wants, product features, pricing, decision makers, distribution channels, motivation to buy. They're all critical to the decision process. Take the example of a company several years ago that introduced a new product to the electronics manufacturing market. The research identified the pricing, the distribution channels, product features, everything but the product decision maker. Despite the fact that the new product complemented an existing one, performed a complementary function in manufacturing, and was used in close physical proximity to the existing product, the decision makers were different. The sales force couldn't efficiently call on the new decision makers, and the product failed.

Tariq bhai what is this.. why u r confusing?  1st u created a long paragraph.. ok that can be idea for 1st question.. 2nd.. u created few points which can be obstacles.. ok... but what about 5 other headings below those obstacles? yeh kya haiin?  these r the factors for 1st question? plzzz explain karay.. n plzzzz for future.. if u want to share sumthing then plzz post in a logical way so it cannot create any confusion... like u did in previous comment.. plzzz explain.. what about those 5 headings/notes u posted .. woh kya hain?

Tariq bhai jo ap keh rahai hain assign main i m fully agree but hr baar chahe idea lo tb b copy pasta ka link ajata hai es liye smjh nai araha 

koy exact solution da day plz..

Hello Guys

Q # 1 is about wo konsay factors hen jinki waja say PEL Six Sigma Model implement kerna chah rahi hai

Q # 2 is well said already ke PEL ko six sigma model implement kertay huway kon kon c mushkalat kaa samnaa ho sakta hai

I am preparing my assignment based on these questions upto my understanding

had haiiiii

matlab?

Q 1

Service quality diamention

Reliability

Responsiveness

assurance

Empathy

Tangibles

personal needs

expected service

prereceived service

Past experience

.
Expectations exceeded
    (Quality surprise)
2. Expectations met
     (Satisfactory quality)
3. Expectations not met
    (Unacceptable quality)
am i right or not?

From my side, I am not satisfy. This is not about Q # 1

then what is your opinion please share some ideas as we have very short time

tariq malik please tell me that my idea's was right or not? i got that from lec 24

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