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Challanges for implimenting total quality management
Successful quality management
Successful quality management
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Quality is the most important measure of success for any organization. All successful organizations produce a quality product or service, but how it measured and what is the process to produce it. This paper will Chose a process at Abbott labs, Ross division, analyze an "As-Is" flow chart, describe the relationship of the process to the organization's strategic plan and determine the internal an external customers. This paper will also identify the most appropriate Quality Management tool that can be used to collect and present data, utilize your selected quality tool to analyze your process and identify process improvement opportunities, and estimate the level of improvement that could be realized and the value of implementing this process improvement.
Every organization has certain problems that affect the quality of the product they are producing. At Abbott Labs Ross division the problem is the quality of the caps that are supplied to Ross from the cap manufacturer. These caps are essential to the production of the Ensure plastic bottle line because they seal the bottle after filling. The problem that Ross is having is the caps are not always a uniform shape. If the shape is off by just a little bit then they will get stuck in the cap-shoot and cause the line to go down. This affects the production deadlines and affects the on-time delivery of the product. This also creates a problem with the cap size that was validated by the FDA and any change in size has to be approved by the FDA using a Validation Change Request. Since the cap size is not the same as the ones that were validated then the whole process is in jeopardy of being shutdown by the FDA. This also would have a tremendous affect on the on-time delivery of the product to the customers.
The strategic plan of Abbott Laboratories is to produce a quality product to the customers on time. This quality problem does affect the plan of Abbott by creating delays in the delivery time. It is important to any organization that they not keep the customer waiting to receive what they order because this gives the customer time to look for alternative to their product. Many do not associated on-time delivery as a product of quality but if a product is not received in a timely manner then the customer's first impression can be negative.
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
By case study evaluation I observed the main problem that is face to the Barilla “Manage the distributer unexpected demand” this problem covers different areas like as delay delivery of distributor order because in order fulfillment lot of complication involve due to which it takes eight days after the order was placed and ended fourteen days after the order was placed, effect the promotion of company product in the market.
What we conclude from our research that there’s no single organization free from facing complications and difficulties. Each and every organization face few or many strategic problems. Johnson & Johnson had a problem with one of their products, and they were smart in handling that problem to keep the company on the safe side without letting it effect it negatively. It is very important to act quickly to fix the problem before many consumers notice.
Quality Improvement Plan - Part Three Quality improvement initiatives are effective only when the organizational structure and culture are aligned with a similar vision for the provision of quality care delivery and a commitment to continuous improvement. Organizations must take an active approach to measure, assess, and improve processes, creating an environment supporting quality improvement initiatives (Spath, 2014). The creation of this type of environment should be evident from the top tier of leadership to the front-line employees, creating a culture supporting the delivery and sustainability of quality care. The following paragraphs will identify and discuss the authority structure of the Quality Improvement Plan, including the roles and responsibilities of the members involved in the plan implementation. Additional discussion will include the roles of communication, education, and evaluation in the quality improvement plan.
McTigue Pierce, L. (2005, July). Pfizer: Growth amid adversity. Food & Drug Packaging, 69, p. 60.
Alan needed to figure out how to increase profitability, the goal he was hired to achieve, by restructuring and educating his employees in any way he saw fit. To exemplify the grandeur of his position, Alan Thompson reported regularly to the President of Texaco Canada. Having a background with Redpath Sugar, a major sugar manufacturer, Alan’s vision became clear soon after starting at Texaco Canada: Deliver the right product, for the right price, all the while understanding exactly what it was the customer desired out of their business transaction. Alan’s examination of the business concluded that Texaco had multiple product lines, some redundant, and the missing link was that customer’s needs were not being matched to the right product in Texaco’s line up. He exclaimed in our interview that in his industry, the 80/20 rule was prevalent. In other words, Alan found 80% of customers concerns when dealing with Texaco were driven by price of product, while only 20% of customers concerns were driven by purchasing the right product that would allow a lower compound cost when down time and cost of service were included. Alan’s strategy had to be, from an operational standpoint, to figure out ways to convince the 80% of customers that they needed to transfer their vision of cost to a more long term model. That is, in order to lower costs over the long term of operating a business, that a higher quality product being used in their vehicles, over time, would increase productivity of their vehicles, decrease the downtime associated with servicing vehicles, and increase profitiablity. By taking this customer first approach, Alan found that Texaco Canada could increase its’ sales of a broader scope of available products, and not just increase sales of their cheapest, lowest quality oils and
their dispatch of customer orders are promptly and accurately. We can see this with this case when they timely started the removal of contaminated products ( Tylen...
MEMORANDUM To: Red Cross Board of Directors and Senior Executive Leadership Team From: Aziza Anderson, Director Blood Programs Subject: Strategic Quality Improvement Plan 2016 Date: May 11, 2016 Due to recent FDA warnings of potential criminal charges and the Red Cross’s Blood Program continuous failure to comply with mandated regulations, I have issued a strategic Continuous Quality Improvement Plan to improve the efficiency, quality, standards and compliance of all Blood Programs throughout the United States. Continuous Quality Improvement Plan and Input from Stakeholders
Maintenance and promotion of quality improvement initiatives are essential for the successful growth and development of the health care industry. Nurses are key to all quality improvement initiatives as they are in the frontlines and have the most contact with the healthcare consumers. Therefore, nursing professionals are good at putting in their valuable inputs for quality improvement efforts. On a daily basis nursing professionals strive to deliver safe, efficient, effective, patient-centered care in a timely manner. With the growth and development in the health care industry, there is an increased need to provide competent and high quality services. Nurses are equipped with distinctive proficiency required for delivery of patient care
The global supply chain variability is causing customer delivery delayed by around 40% and also experiencing quality problems that is introduced by the humidity difference between the locations of Chinese manufacturing plants. Moreover, it is taking much longer to deliver products, and the spare parts preventing any timely customer services. The goal is to come up with a faster product delivery and product cycle employing strategic and tactical changes that might improve supply chain problem and address the quality and increase customer
Quality is a very important thing in an organization; therefore it is not possible to improve the quality of a product or service substantially without major changes in all aspects of the organization. Because quality is so important if changes aren’t made throughout the organization the output of the product will no be very successful. Everyone in the organization plays a major role in the out come of its products.
"An article by Beecroft (1999) entitled "The role of quality in strategic management" discusses the significance of quality considerations in the development of effective strategic plan. One primary concern the author saw was the relationship between quality, short and long-term objectives, and bottom line profits. According to the author, "Conformance to design and customer requirements translates to quality, therefore higher conformance is higher quality. Higher quality results in lower costs and increases competitiveness, leading to an increase in sales and market share, more jobs and improved profitability" (p.
The second problem was solved by the brand is a simplification of choice. Every day consumer is faced with many similar products, and he just physically does not have time to compare all the annotations, the percentage composition, indications and specifications (f...
This is the activity carried out by organizations that own production sites, and their performance has a major impact on product cost, quality, speed of delivery and delivery reliability, and flexibility [8]. As it is quite an important part of the supply chain, production needs to be measured and continuously improved. Suitable metrics for the production level are as follows. Order lead-time, the total order cycle time, called order to delivery cycle time, refers to the time elapsed in between the receipt of customer order until the delivery of finished goods to the customer. The reduction in order cycle time leads to reduction in supply chain response time, and as such is an important performance measure and source of competitive advantage [9]. It directly interacts with customer service in determining competitiveness. Range of product and services: According to [8] a plant that manufactures a broad product range is likely to introduce new products more slowly than plants with a narrow product range. Plants that can manufacture a wide range of products are likely to perform less well in the areas of value added per employee, speed and delivery reliability. This clearly suggests that product range affects supply chain performance. Effectiveness of scheduling techniques is another important measure of supply chain effectiveness. Scheduling refers to the time or date on or by which
Introduction Effectively integrating information technology (IT) into an organization’s business processes is critical if the organization wants to increase productivity and remain profitable. IT includes items such as the systems software, application software, computer hardware, and the networks and databases that help manage the organization’s information. When implementing quality standards and processes that are forever changing in the IT world, organizations must balance these changes while continuing to rapidly implement new systems technologies in order to stay competitive. Quality improvements in IT delivery and service support can be improved by measuring and tracking user satisfaction, integration and flexibility early on in the decision process and reinforcing them throughout the review process. Adhering to quality management best practices means ensuring that quality standards are strictly enforced and entrenched into the organization’s philosophy.