300-450 words APA 6 format, in-text citation, Use at least (3) scholarly references to substantiate your work. Please provide a copy of all references used.
** Attached is a sample week 5 assignment for reference and The original assignment you will be adding to.
Assignment Details:
- Week 5: Roll-Out
Describe the process of rolling out this new company-wide quality initiative. Pay specific attention to the logistics and supply chain management functions. Include the following:
1. A communication plan:-how are you going to communiccate this to the organization? what communication method will be used? -who is going to do the communication?
2. develope a training plan: -how are employees goin to be trained?-When will the training be done? – who will do the training?
3.Stakeholders on board (e.g., the vendor base, trucking companies, warehouse personnel)
4. Conclusion
1
BADM370-2301A – Quality Management
Quality Training Manual for ABC Company
John Smith
February 14, 2023
Dr Thomas Joseph
Table of Contents
I. Introduction
3
· History of quality management evolution
3
· Why quality
4
II. Role of Leadership
4
· Strategic impact and Leadership Roles
5
· Metrics performance
7
III. Quality Strategies and Tools
10
· Customer expectations
11
· Designing quality
11
· Defining metrics
12
· Mistake proofing
14
· Kaizen methods
14
· Six Sigma
15
IV. Quality Tactics in Supply Chain and Logistics
16
· Internal Customer
16
· External “vendor” Customer
17
V. Roll Out
19
· Communication Plan
19
· Training Sequence
21
· Stakeholders Awareness
22
Conclusion
22
References
23
Introduction
This training manual for ABC Company has been created to enhance the roll out of “quality management” theories, philosophies, tools and tactics to be used in enhancing the culture of the logistics and supply chain processes within this organization. Quality management has proven successful in companies around the globe, creating results of improved business, specifically: manufacturing and production processes, cost controls and effective service enhancements. This program has the support of the executive management committee. Training will involve all employees beginning at the top, disseminating down to all levels of personnel so that each employee receives the same dedicated knowledge and learning experience to support the company’s business strategies.
History of Quality Management
Quality management has been a part of mankind perhaps as far back as twelfth century BC. The Chinese take credit for first developing their version of quality assurance during the Zhou Dynasty in twelfth century BC (Editorial Board, 2016). Egyptians built the pyramids in 2584 BC, specifically the Pyramid of Giza; still standing today. Henry Ford developed the first assembly line of automobiles during the Second Industrial Revolution in the early 1900’s; developing the preliminary fundamentals of quality practices we use today. The true quality management effort began in the 1950’s, shortly after the Japanese began rebuilding from the devastation of WW II. W. Edwards Deming, an engineer from MIT evaluated and developed a formal theory of principles that could be used in changing the way corporations, specifically manufacturing businesses, needed to operate to continue being productive and profitable. He discussed this with many American businessmen; however, they were all too confident in their way of doing business already in place.
Deming’s principles of management and improvement of quality and productivity theory, along with Juran and other, quality focused individuals, evolved over the years to the principle of “total quality management”. Total quality management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be integrating all quality-related functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM considers all quality measures taken at all levels and involving all company employees (Murray, 2015).
Why is Quality Needed
In today’s corporate world of global businesses, all companies must be challenging themselves to do what is best for the company, their stakeholders, their employees, but most important, the customers who will keep them in business. The challenge is to develop and produce products (services) to meet the needs of the end consumer. Products and services that not only meet their needs but, exceed their expectations and deliver at a price that is reasonable. To this extent, it is an exciting challenge for all employees participating in this quality management training. A business culture change towards quality improvement will evolve where the business of logistics and supply chain management will prove successful.
By implementing a quality improvement initiative, ABC company will experience the following benefits: the company reputation will grow as it continues to produce better quality products and services to its customers, the company will experience revenue growth from more customer sales, the company will develop a greater competitive advantage in its marketplace, and the company will eventually have more satisfied customers based on service and product quality. Employees will be satisfied working for ABC company.
Role of Leadership
While working as the Manager of Sales Training for a $300 million-dollar sales and manufacturing organization, I found myself thrown right into the heart of the quality movement. It wasn’t long before I was spending more time in seminars and meetings pertaining to “quality theories” than I was, working on my own training concerns. Quality was now my only concern, and it would be detrimental to the entire organization as Human Resources personnel and training mangers from within all departments of the organization were in the midst of rolling out “quality management” and process improvement training and initiatives.
Strategic Impact
The quality movement was presented from the director of Human Resources, a face known to many, but unusual for a new program to be presented by someone lesser known than perhaps the president or even a vice president of the company. From the beginning it was laid out in a very organized format following W. Edwards Deming’s 14 Points of Quality Management. The Total Quality Management (TQM) theories involved not only Deming but discussions of Joseph Juran, Walter Shewhart, Philip Crosby and others in the movement. Our organization created our own version of Quality Productivity Improvement, simply known as QPI. From this point forward QPI in the organization was an understood acronym that many of us were a part of whether we wanted to be or not. Where did this all come from and who was going to continue pushing the movement? It was me, it was our Director of Human Resources, our Trainer in Manufacturing, our training departments from our sister companies, companies very similar to ours in the manufacturing and sales environment. There were many of us, but we were told to do it, it was now the way of doing business the new way of process improvements to be used in every department by every one of us.
There were leaders from within each department or division of business, but there was no “leader” for the movement itself. From the time the initial training ended it was left to the rest of us to build our own training format, focused on our segment of the business and to press forward the QPI movement for our company. Looking back on it all now, perhaps we had been empowered to conduct our own training principles based on what we had learned and how it would be used to best benefit our personnel in which we had training responsibilities. I wish I knew then what I now know today. I feel as though it would have made a vast difference as to how it all unfolded. I was fortunate to have directors over me that saw the vision of their upper management, the vision that had been handed down to the VPs and directors to make this quality program work.
I do believe that it would have been far more successful having seen and heard from our president exactly what he believed and how we would all become more successful through his vision. Too often, programs become diluted based on one person telling one person, who then tells two people, who then present it to a group. The program was successful in getting the word out, but it failed over a period of several years because there was no one at the top to provide constancy of purpose towards the quality message.
For this quality improvement initiative at ABC company, our leaders will function in various roles to ensure that the program of implementation is successful. Some of the roles include role model where the leaders will represent what they intend to see happen in the company relative to quality management. They will be in the trenches doing what it takes to make this company a quality-oriented company. They will also function as cheerleaders which implies that when we are looking for motivation and the fire to keep going, they will be cheering everyone on. Leaders will also be the coaches in the process. They will provide instructions for improvement and be the go-to-person when needed. Another function of their leadership role will include resource provider where they will provide all the necessary resources needed and required for this initiative. More than ever, we will be able to depend on our leaders in this company to lead this initiative to success.
Metrics of Performance
Much of what was just stated pertaining to success and failures will build future success. Failures, perhaps, create more success than success itself. Learning from failed process improvements, creates a new way, perhaps something never even attempted. You can’t put a measure on something never done before, but you can begin to build a base level of accomplishments and begin creating a measurement system based upon productivity levels, sales increase and customer service levels. Certainly, anything moving the needle up can be attributed to the quality movement. One of the biggest failures to quality is the cost of training employees on quality principles. Utilizing a scale of measurement to improvements made after quality initiatives have been put in place should outweigh any training costs associated with quality.
Strategies and Tools
Quality strategies and tools are useful, proven, methods that have supported businesses quality efforts over the past several decades. Many businesses have modified versions of philosophies; beginning with a basic methodology developed back in the 1970’s–80s “quality era”, known as the end of the first generation of quality and the beginning of the second era. Companies have evolved over the years using various versions from many programs based on how they perceive the effects on their customer. The customer is the main focus of any and all quality programs.
Strategies and tools have been designed to capture the market. You begin by understanding customer values and delivering products and services to meet and exceed their expectations. The strategies and tools are utilized to deliver a quality experience year after year in order to sustain business, keeping stakeholders happy.
Customer Expectations
How do you know what the customer wants? What they need? And, whether or not they are happy with the product or service your business has provided them? This is all predicated on what your business is offering. The company can build upon what they already deliver. Some companies have totally disbanded their product line, phasing it out over time in order to diversify themselves into a new market demand of the customer. Too often, customers don’t even know what they need, let alone what they want. It is difficult to determine this from the business point of view; however, there will be answers provided in this document. First, determining the customer’s expectations may be the beginning of the end result. Customer’s expectations are as different as the customers themselves. Each person values a product or service differently from another. To beat the competition, ABC Company must exceed its customer expectations (Editorial Board, 2016).
Designing Quality In
Businesses offer products that they have full knowledge and understanding of how the consumer uses them. Building quality into these products is to create a product that has features and benefits to meet the needs of the consumer, while adding additional offerings. At ABC Company, the objective is to ensure that customers receive a product and/or service that fully satisfies their need. Therefore, every process will comprise of specific quality check points throughout the process to ensure that at the end pr production, the service delivered and product purchased is a perfect product with zero defect.
Defining Metrics
The tools to define the metrics used in developing quality products or services are known as the tools for continuous improvement which include:
Flowcharts – Follows a step-by-step process of how the product is manufactured; or, how a service should be delivered. Flowcharts are best designed by those who are closest to the implementation processes of the product. Flowcharts provide a visual of just what sequence of events occurs.
Check sheets – These are data collecting sheets that interpret data as either attribute or variable.
Attribute data is defined as visual quantification of an inspection of a product, EX: how many times a defect of a certain magnitude is found.
Variable data is a measurement on a continuous scale, such as weight, distance or volume.
Histograms –a graphical representation of how often an issue occurs; it can be either a positive or negative issue. The graph shows which issues occur over a period of minutes, hours, days, weeks, etc. The purpose is to see if there is a pattern that can be altered in order to improve upon the procedure.
Pareto Diagram – This tool uses a prioritizing process as to which event in the process is most important and which, if corrected, can provide the biggest gain.
Cause-and-Effect Diagram – This is one of the most useful tools to identify cause and effects of a procedure. This has several other known names such as “cause and effects”, fishbone – due to the picture that is drawn out or Ishikawa- the Japanese quality expert who defined the term. The diagram simply outlines what the causes and effects are in the process.
Scatter Diagram – This diagram provides a relationship analysis between hypothesized cause and effects. A basic “X” – “Y” graph can show how an increase in one variable corresponds to the increase of another if it is graphed up and to the right or decrease in a variable if it is down and to the right. Scatter diagrams are not always prudent to the cause; however, it may provide clues of where improvements can be made.
Control Charts – Provide the opportunity of reviewing the process implementations and verifying those improvements are being made.
We will be using some of these quality control tools in a variety of ways with the business to define the measurements needed to ensure that decisions made are being made to improve processes and are focused on the customer. This will help ensure that the leadership team is taking the necessary steps to ensure quality management at all levels of the organization.
Mistake Proofing
A process to avoid large production disasters, such as those found on assembly lines, is also known as “poka-yoke”. This term was developed by a Japanese engineer, Shiego Shingo, while producing Toyota automobiles. This is a mistake proofing process using automated devices or methods in order to avoid human error. This process is far more cost effective. Poka-yoke processes are also being built into manufacturing of certain products as a warning sign or as an enhanced safety feature; such as, warning sound in your car if the lights remain on, the key is in the ignition when you turn the car off or the car won’t start if seat belts aren’t secured.
Kaizen Methods of Quality
Kaizen is the philosophy of continuous improvement. This strategy has been defined as “the single most important concept in Japanese management – the key to Japanese competitive success” (Evans, 2014, p.152). The kaizen philosophy is being used world-wide and by business across the United States. Major improvements have been made that have saved production time and increase in productivity. The kaizen philosophy came about through just-in-time (JIT) procedures of suppliers providing raw materials in a timely process to avoid large inventory of parts, thus reducing major costs.
Some of the key concepts of kaizen are: customer orientation, total quality control, robotics, suggestion systems, zero defects, quality improvement and just in time delivery. “Kaizen flourishes if management believes in empowering and creates a climate in which new ideas are welcomed” (The Idea of Kaizen, 2011).
Six Sigma
Six Sigma is a quality methodology far more intense than some of the previous programs discussed in this manual. Six Sigma is a business approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and a clear financial return for the organization (Editorial Board, 2016). Six sigma is the premier quality methodology; it takes into consideration all elements of other quality programs, acknowledges business priorities allowing companies to excel.
|
Quality Tactics |
Definition |
Importance (Value) |
Risks |
|
Establishing customers expectations |
Require to set up particular client’s expectation documented along with parameters number that is crucial to the clients (Joseph, 2022) |
· Help earn their business · Build trust and keep customers · Help company achieve better outcomes · Improve complain resolution · Better clients’ satisfactions |
· Productivity decline · Loss of revenue due to unsatisfied clients · Competitive benefits loss · Waste of time for having to deal with complaints |
|
Designing quality |
Develop the product and the procedure that generate it that is impossible or very unlikely to go wrong (Colorado Technical University Online, 2022) |
· Create good looking products · Generate positive users’ experiences that may force them to come back buy again · Products operate and feel right · Make products stand out from the crowd · Lead unique identity and meaning |
· Decrease sales · Competitive advantages loss · Loss of revenue · Products may look ugly or unattractive to customers · Loss of customers · Poorly constructed |
|
Defining metrics |
Communicate clients’ expectations to the real procedure and workers who are engaged to produce services or products (Joseph, 2022) |
· Drive improvement · Lead and manage strategic project · Increase efficacy · Greater profits · Reducing in complaints · Provide window on job |
· Decrease efficiency · Increase in complaints · Inertia improvement · Reduce profits |
|
Mistake-proofing |
Is really a subset of designing quality into the procedure or product (Colorado Technical University Online, 2022) |
· Greater levels of client’s satisfaction · High levels of productivity · Augment workers competence |
· Decrease production · Lower customer satisfaction · Reduce employee’s competence |
|
Kaizen |
Refers to the continuous improvement process (Colorado Technical University Online, 2022) |
· Reduce waste · Better efficacy · Improve job satisfaction · Better productivity · Boost client’s satisfaction that may lead to greater revenue |
· Augment errors and defects · Low competitiveness · Decrease performance satisfaction |
|
Six Sigma |
Is a strategic continuous-improvement (Joseph, 2022) |
· Helps business to have a long life · Keep the improvement to sustain its success · Eliminate errors · Decrease products defect · Prevent and curry problems when they are manageable |
· Increase risk for products · Decrease profit · Make manager job hard |
Using Quality Tactics in Logistics and Supply Chain
Using quality tactics is important for ABC Company as well as for its customers and suppliers. The quality procedure is vital to reach and exceed clients’ needs. The internal clients are the final product or service users within the company. However, external customers are the buyers who are not affiliated with the organization where they are buying services or products.
Our quality improvement initiative is important to not only meet but exceed the needs of our customers.
Tools Use for the Internal Customer
There are several quality control tools that may be useful for ABC Company internal customers. However, I have two recommendations in this regard. Customer expectation is my first strategic recommendation to my company. This is required to set up a particular client’s expectation documented along with the number of parameters that are crucial to the clients (Joseph, 2022). If we implement this tactic, we will have better customer satisfaction that will grow the business revenue and employees will be more involved. However, the risk is that we may create some unsatisfied customers that may lead to revenue loss if we don’t meet this expectation. Implementing Kaizen is another recommendation. This refers to the continuous improvement process for the organization. This adoption will help the company decrease waste, better efficiency, and enhance productivity. Nevertheless, there will be risks such as low competitiveness and increased errors if the company does not implement the Kaizen strategy. Using these strategies will improve the quality of our product and service here at ABC Company.
Tools Used for External Vendor Suppliers
One of the technological solutions that permit ABC Company to consistently manage its vendors through frequent cooperation and regular monitoring are vendor management tools (Kissflow, 2022). These tools will assist our company to track quality, managing cost, and measuring third-party vendor performance. Designing quality in can be used as a strategic tool for vendor suppliers. This helps in developing the product and the procedure that generate it that is impossible or very unlikely to go wrong (Colorado Technical University Online, 2022). The importance to implement this tactic is to make products stand out from the competition and generate a positive user-experience that may force customers to come back for the same products. We could potentially lose revenue and our competitive advantage if we don’t implement this strategy. Another quality tactic that I would recommend for external vendor suppliers is six sigma, that is, a continuous-improvement strategy (Joseph, 2022). Implementing this will help us decrease product defects and maintain the improvement to sustain our success. However, we may be at risk to reduce profit if we don’t efficiently adopt this tactic.
Roll Out
The elements of the quality management principles have been developed, written, reviewed, revised and finally accepted and approved by the executive management team. There are still several key elements remaining to fully satisfy our approach to becoming a quality-oriented organization. This includes communication of the quality focus, training for employees and external support, customers, and stakeholder awareness of the quality improvement initiative.
Communication Plan
Implementing process improvement always taken the typical top-down, executive mandated, train-the-masses, must-use-everywhere approach, with a fanatical focus on teaching the methodologies and tools of improvement. Communications will continue come from the CEO and/or president level of the company with strong support of those directly involved with developing the training materials such as Human Resources, Training & Development personnel.
A superior approach would be supported by a visual presentation from the most senior executive person. In the video, specific elements of why this has become a necessity for the organization, what to expect from management and employees alike, when this program will begin, how it will be implemented and who will be involved throughout the roll out of the total quality program. A back up to this event would be followed by a letter (e-mail) to all employees; copied to all vendors/suppliers and all customers and stakeholders. Additional letters (e-mail) would be delivered throughout the initial training time frame 3– 6 months, providing continued management support, citing accomplishments to date and continued support for those yet to receive the training.
Training Sequence
Training logistics will take place beginning with the CEO/president of the organization providing a direct, personal presentation to the top tier of management. This presentation will be an overview of total quality principles and the training program manual. This presentation will have the support and back-up by personnel who developed the program for question & answer review. Once the CEO has completed their presentation, a training module would be presented to those key management employees who have been hand-picked as those individuals most likely to provide the best means of training principles to the next level of personnel.
At this point, perhaps the best possible scenario would be to have a Quality Training Team assembled with the best equipped personnel who will be dedicated in the training and development phase of the organization. This team will have included key upper-level managers to ensure clear communication from the top down. The purpose here is to provide a consistent message that is heard by all individuals beginning with the first level of management all the way to the very last presentation that takes place.
The entire training process will be implemented over a 3 month roll out. Additional, back up training will be provided to areas where quality process implementation is more significantly utilized such as with the manufacturing, warehouse logistics, and research and development teams
It is important to realize that training will not stop at any given point in time. It will be a continuous and evolving process over an unspecified period of time here at ABC Company.
Stakeholder Awareness
The final step in the roll out is to ensure all stakeholders have been informed of the quality improvement initiative implementation and how their participation within the organization is valued. Sharing, first-hand, our corporate values will provide added incentive to gain support from those most closely related to our business. Letters from our CEO would be sent out with a creative gift of quality to remember the moment our organization made a major commitment towards Total Quality Implementation.
Conclusion
The quality initiatives put forth should not be taken lightly by any member or employee of ABC Company. This is a long-term commitment to becoming a quality-oriented company. This is a cultural change for the organization in which everyone will be participative. It will take time and we request everyone’s patience. Through your persistence and perseverance, small, continuous improvements will make considerable improvements to ensure our company remains competitive and prosperous for the future of all our employees and stakeholders.
References:
Colorado Technical University Online. (2023). BADM370 Phase 1 multimedia course material: Quality Management [Multimedia presentation]. Retrieved from Colorado Technical University Online, Virtual Campus, BADM370-2301A: https://campus.ctuonline.edu.
Editorial Board. (2016).
Essentials of quality management. Retrieved from Colorado Technical University Online, Virtual Campus, BADM370-2301A:https://campus.ctuonline.edu.
Joseph, T. (2023, January 10). Live Chat # 3 [Chat]. Retrieved from Colorado Technical University Online, Virtual Campus, BADM370-2301A: https://campus.ctuonline.edu
Kissflow. (2022). Top 3 vendor management tools every organization needs to consider. Retrieved October 8, 2022, from https://kissflow.com/procurement/vendor-management/top-vendor-management-tools/
Murray, M. (2015). Total Quality Management (TQM). Retrieved from
http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm
.
BADM370-2301A – Quality Management
Quality Training Manual for ABC Company
Carlene Baines
February 16, 2023
Dr. Thomas Joseph
Table of Contents
I. Introduction
· History of quality management evolution 3
· Why is quality needed 3
II. Role of Leadership 4
· Strategic impact and Leadership Roles 4
· Metric performance 5
III. Quality Strategies and Tools 6
· Customer expectations 6
· Designing quality 7
· Defining metrics 7
· Mistake proofing 8
·
Kaizen
methods 8
·
Six Sigma
9
IV. Quality Tactics in Supply Chain and Logistics 9
· Tools Use for the Internal Customer 9
· Tools Used for External Vendor Suppliers 10
V. References 12
Introduction
Quality management is essential to the growth and success of businesses of all sizes and fields. Using a combination of quality assurance and quality control, quality management ensures that a company’s goods or services are of the highest quality and fit their intended use. In addition to ensuring that
customer
s receive the highest quality product or service available, quality management can boost a business’s bottom line by lowering the expenses normally associated with producing a product or service that falls short of customer expectations.
History of Quality Management
The requirement that all goods and services be of the highest quality has been a driving force in developing quality management. Total Quality Management (TQM) and Six Sigma are two of the most cutting-edge quality management techniques, which emerged from earlier quality control methods when quality was measured through largely manual processes. TQM, or Total Quality Management, is a method for enhancing quality that looks at the business and its operations as potential targets (Editorial Board. 2016). Quality is a top priority, and all staff members are encouraged to participate in making improvements so that they can better serve customers. To improve the quality of a process, Six Sigma employs a statistical methodology that relies on data and mathematical tools to root out and eliminate any lingering flaws.
Why is Quality Needed?
ABC Logistics, a leading provider of logistics and supply chain management services worldwide, is one of several companies implementing a strategic quality management program. ABC Logistics has instituted a thorough quality management program that uses TQM and Six Sigma to guarantee that all of its goods and services are up to par. ABC Logistics has improved customer satisfaction and decreased the expenses associated with defective items thanks to the deployment of these programs. In addition, ABC Logistics has been able to pinpoint and eradicate process inefficiencies thanks to TQM and Six Sigma’s contributions to the company’s overall operational efficiency.
Role of Leadership
As I continue to work as an employee in various organizations in the country, I gain more personal experience with quality improvement programs. Our organization is currently focusing on successful quality improvement programs, and every stakeholder is encouraged to work with others to achieve success. The quality improvement program that is currently implemented in our organization focuses on critical aspects such as developing a culture of quality in our practice and identifying and prioritizing possible areas for enhancement in the organization. As an organization, we ensure that the processes and procedures in our practice support and are incorporated into our quality improvement efforts. In our organization, the quality improvement culture might seem diverse for each practice. Still, it involves developing committed quality improvement teams, holding regular meetings, and developing policies about our quality improvement goals and objectives.
Strategic impact and Leadership Roles
Senior managers are considered the providers of direction in the company. Strategic leaders are responsible for formulating the vision, mission, goals, strategies, and objectives the organization aims to achieve. Resource providers must solicit all the resources needed for activities, responsibilities, and actions to achieve the strategy, objectives, and company mission (Jared, 2018). In the process, they must also train their subordinates on strategy and other vital areas that need improvement to boost quality control and management. Senior leaders are also considered role models in creating the code of conduct and behavior they wish the employees to follow. Instead of mentoring everyone individually, their roles as role models involve the creation of a culture within the company that will emphasize quality control and productivity by motivating ethical behaviors and cultures hence eliminating cultures and actions that may lead to compromise on quality (Jared, 2018). Overall, they are responsible for making decisions on critical moves, activities, and functions to improve quality control in the company.
Metrics Performance
Firms must identify the key roles of the top management to facilitate training and avoid situations such as hiring a manager with no skills and experience required to perform the roles of the top manager. It is also critical for succession planning and training junior employees for success planning and job delegation, and other needs (Harman, 2018). Identifying these roles is necessary for the company to avoid significant consequences such as compromise on quality, unqualified leaders, and employees needing more motivation to do their work since they lack effective leadership. This is part of the cheerleading duty to ensure the organization has the right motivation and employees are committed to the greater goal. Part of this role extends to getting the right people for the job and rewarding them accordingly.
Managers can formulate the metrics for measuring and communicating performance by ensuring every activity has KPIs attached to it. The KPIs will be based on the activities, objectives, and ratings, enabling the employee to communicate their performance and focus on every activity (Shen et al., 2019). Therefore, every activity should include well-illustrated and straightforward objectives and critical activities to measure the success and achievement of these roles and duties.
Quality Strategies and Tools
|
Quality management tactics |
Definition |
Significance |
Threats |
|
Establishing customer Expectations |
· This indicates that a business is adept at discerning what people desire and how they feel about its products and services (Gunasekaran et al., 2019). · A collection of intended outcomes from a person’s interactions with a company might be considered their expectations of that company |
· Very important in gaining repeat business and satisfying existing clients. · In addition, this statistic is useful for boosting a business’s bottom line. · Considered crucial in forming lasting bonds |
· When a business fails to deliver what its consumers anticipate. · A weakening of its competitive edge (Gunasekaran et al., 2019). · It might experience a decline in revenue and a fall in reputation. |
|
Designing Quality |
· A company’s ability to incorporate quality into its products and services reveals the degree to which it draws on human expertise and experience when turning concepts into sellable goods and services. Designing for quality reframes issues as errors rather than defects, places more focus on process stages than end products, and stresses the value of inputs over outcomes. |
· Makes a positive first impression, which increases business. · The essential items from many companies are readily apparent to consumers (Trajkovska et al., 2023). · Adds to consumers’ confidence in a company’s service or product |
· Perhaps leading to a decline in confidence and a corresponding decrease in sales volume · It can give clients a negative impression of your goods and services, particularly if contrasted with rival companies’ high-quality goods and services. |
|
Defining Metrics |
· These are the steps that management has taken to ensure that consumers will receive the products and services for which they have paid in full (Trajkovska et al., 2023). |
· They support and reflect management’s efforts to achieve performance objectives. · They exhibit the ideals a business upholds. |
· They also show the danger poor production brings to a business. · Inadequate quality control procedures may lead to problems with the quality of services and goods. |
|
Mistake-proofing |
· This phrase describes the prevention of disasters on production lines or assembly lines. The best error checking is often provided by machines that employ automation to eradicate human mistakes (Trajkovska et al., 2023). |
· The removal of errors and flaws results in the relief of the strain of repeatedly fixing the same issue, which boosts employee morale. · By identifying and correcting errors before they become an issue, proofreading helps industrial processes become more cost-effective. · To maintain a consistent level of product quality, mistakes must be avoided. |
· Security issues might develop in the absence of mistake-prevention procedures. · Failure to implement error-proofing might cause issues for future business operations. · Without any error-proofing, there is a high possibility that mistakes will happen often. |
| Kaizen |
· Kaizen refers to the idea of continuously seeking to do a better job. The concept of Kaizen first appeared in the Japanese corporate world (Komleva et al., 2023 September). |
· Safeguards the quality of the system, the processes, and the service. · A product that comes with a warranty is perfect. · The Kaizen technique of continual workplace development emphasizes making tiny, gradual improvements and cutting waste. |
· If Kaizen is not applied, inadequate quality control procedures are in place. · It is conceivable that operations will lag (Komleva et al., 2023 September). |
| Six Sigma |
· Six Sigma is a corporate approach for identifying and eliminating the root causes of flaws and faults in service and industrial processes by focusing on things that are both essential to customers and have good revenue-earning prospects for the company. |
· Strategic management for organizations is made simpler. · Increases time management and Encourages employee motivation. · Increase consumer loyalty to your brand. · Reduce the duration of production (Komleva et al., 2023 September). |
· Unauthorized instruction could also be widespread. · The result of poor planning is anarchy · Decline in openness · It is probable that this will make a poor situation for the person’s reputation far worse. · Additionally, the training that was obtained could have needed to be more consistent. |
Quality Tactics in Supply Chain and Logistics
Tools Use for the Internal Customer
Firstly, I would recommend ABC Logistics, establishing customer expectations. Understanding what customers want and needs is crucial for any business to succeed. By gathering customer feedback and analyzing their behavior, a company can identify areas for improvement and design products and services that better meet their needs. Secondly, defining metrics is also essential for quality management. Metrics provide a way to measure performance and identify areas where improvements can be made. This can be achieved through tools such as Key Performance Indicators (KPIs), which help to track progress toward specific goals and targets. Finally, I recommend implementing Kaizen. This continuous improvement strategy aims to enhance processes and systems by making incremental changes (Janjic et al., 2020). Kaizen can be applied throughout the organization and involves all employees, who are encouraged to identify problems and suggest solutions.
Tools Used for External Vendor Suppliers
When applying quality management tactics externally with vendors, mistake-proofing is a valuable tool. This involves designing processes and products in a way that reduces the likelihood of errors occurring. By working with vendors to implement mistake-proofing, a company can ensure that the products and services they receive are of high quality and meet their specific requirements. Additionally, Six Sigma can also be helpful when working with vendors. It is a data-driven approach to process improvement that focuses on reducing defects and improving quality (Noori & Latifi, 2018). By applying Six Sigma to vendor processes, companies can ensure they deliver high-quality products and services to their customers.
Another quality management tactic that can benefit a company to implement is designing quality. This involves creating products and services that are of high quality from the outset. By incorporating quality into the design process, a company can reduce the risk of defects and errors occurring during production. This can be achieved through tools such as Design for Six Sigma (DFSS), a methodology for designing products and services that meet customer needs while minimizing defects and variability. When applying quality management tactics externally with vendors, it is essential to establish clear expectations and metrics. This can be achieved through a Service Level Agreement (SLA), a contract between a company and its vendor that defines the level of service that will be provided. The SLA should include specific metrics, such as response times, resolution times, and quality standards, that the vendor must meet (Yang et al., 2022). By having a clear SLA in place, a company can hold its vendors accountable for delivering high-quality products and services.
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