Quality Assurance

The output quality of the Greasex production line is erratic. The Greasex product must be produced, packaged, and shipped within precise pressure criteria. A high volume of the product line output is consistently produced at pressures exceeding the limits of the quality criteria.

Personnel�both production workers and supervisors�are aware of the problem, and do act to correct pressures in the Greasex product containers prior to packaging and shipping. The actions, however, are not consistent with company production operating procedures, nor do the production workers notify supervisory personnel either prior to or subsequent to taking such actions.

The cause and effect fishbone diagram of the Greasex problem is present in the chart which may be found on the following page. As indicated in the chart, the major problem areas are (1) production scheduling, (2) production equipment quality, (3) personnel training, and (4) personnel attitudes. Important sub-causes are associated with each of the major problem areas identified in the fishbone diagram. The major problem confronting the quality control manager in relation to the Greasex production situation is to devise a solution that will assure that product quality objectives are met with respect to Greasex production. Each of the causes and sub-causes must be addressed in any solution to the Greasex production quality problem.

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8-96) quality control strategy was developed with manufacturing processes in mind. TQM, however, may be applied in the production of services such as health care as well as goods. Deming insisted that true quality control began with a real commitment from top management. The reason that many quality improvement programs fail is that CEOs (chief executive officers) all too often fail to provide "unwavering leadership" in the area of quality improvement (Hammonds & DeGeorge, 1991, p. 34). Conflicting goals and priorities often mean that quality takes a back seat once the big announcement is made of an organization's renewed emphasis on quality. While the Deming system of quality control demands a commitment from the highest management levels, it depends upon the participation of personnel from all levels of the organization involved in the production process (Harrington, 1995, p. 59). Participation means more than input from production workers. It also means that managers must be a part of the production process, as opposed to being separated from it. Alternative Courses of Action Kolb should consider three alternative courses of action. These alternative courses of action are as follows: 1. The first alternative co

Category: Business - Q