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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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plz share your ideas thnx...........

:(    AK KHATM NAI HOTI TO 2SARI A JATI HA 

 you are right sana, heavy burden to studies is in vu. vu should exempt the 1-22 lectures in final term exams

right .....sab milll ky kaho may b change ho jay vu course...............................:(

+ *¨^¨*+sana(MBA 4sem)+*¨^¨* + hath to hato.assignment ni dekhni kia

sweet doll

phari ha 

chlo assg bnane :P

Please Discuss here about this assignment.Thanks

Our main purpose here discussion not just Solution

We are here with you hands in hands to facilitate your learning and do not appreciate the idea of copying or replicating solutions.

lecture 26 hai


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.


i think es ka upper focus karna hai es Question main

Six Sigma Programs are always directed towards quality improvement, cost cutting and time saving. Six
Sigma Programs are employed in:
Design
Production
Service
Operation management
Inventory management
Delivery

Don’t wait for solution post your problems here and discuss ... after discussion a perfect solution will come in a result. 

So, Start it now, replies here give your comments according to your knowledge and understandings....

Thanks

Dear Students;

Our main purpose here discussion not just Solution. Don’t wait for solution post ur problems here and discuss, after discussion we get right solution.

Clearly, 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. “Feel good projects” (those that may be highly visible but with no positive financial outcome) will ultimately erode support for 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? 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, a company 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.

 Rifaqat Bhatti gud keep it up & thanks for sharing 

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