Assessment for Quality Improvement Paper

Assessment for Quality Improvement Paper

Constantly improving on previously established processes is becoming more of a culture attitude or behavior, than a foreign concept. Assessing what needs to be improved under the umbrella of quality has become easier in the last two decades, since TQM was re-discovered in corporate America. To that effect, let's not forget the little guys or even the up and coming organizations that have benefited from all of the previous research and experiences learned by the bigger corporations. One of the rapidly growing organizations in the helicopter engine industry is Turbomeca-USA (TMUSA), a global company with subsidiaries strategically positioned around the globe.

This global setting has induced process flow myopia within each location and its working structures. This summary will briefly describe the problem, possible solutions, how the process improvements would flow if implemented. Also who the key stakeholder would be to ensure solutions are implemented, what challenges will be encountered and how will the solutions be measures against plan.

Problem

Stagger or multilayer communication style is basically the root cause facing one of the many established processes at TMUSA. The aviation industry is always evolving, inventing or evolving new ways to produce new product or create new repairs to exiting product. There are certain steps to be taking in order for innovation to be implemented into the design of the product; either new or in service product. The established process to submit a new repair request from TMUSA to Turbomeca France (TMF) has proven to be not Lean efficient. The time-frame it takes to process and receive an approved new repair averages between 30 to 60 days in turn around time.

The departments involved to get the process started at TMUSA do so according to process standards. It is the time it takes for TMF engineering controlling design that sets up the goal for failure. The cause is time zones, the many