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Management 14th Edition by Leslie Rue,Lloyd Byars ,Nabil Ibrahim
Edition 14ISBN: 978-0078029110Management 14th Edition by Leslie Rue,Lloyd Byars ,Nabil Ibrahim
Edition 14ISBN: 978-0078029110 Exercise 16
Upgrading Quality
Judy Franklin, the plant manager of Smart Manufacturing Company, was reviewing the Quality Control Department figures with despair. Once again, the department's figures indicated quality improvements were not being made. Judy was annoyed. "I don't understand it," she thought. "I've been stressing to my staff for over a year that I want to see some quality improvements, but it just doesn't seem to be happening. Quality may actually be worse now than it was a year ago!"
Judy called in David Berg, the quality control manager, and production manager Stuart Lewicki. "Look," Judy said, "I told both of you over a year ago I wanted to see some improvements in quality around here, and we've talked about it at every staff meeting since then. But nothing has happened. What's going on?"
David spoke up. "My department just inspects the products. The quality problems occur in production. All I can do is what I've been doing all along-tell Stuart about the problems we are seeing. I've already told him that 50 percent of the quality problems are caused by worker carelessness."
"I know," said Stuart. "I don't understand it. I've been stressing to my shift supervisors that we need to see quality improvements. They have all told me they are coming down really hard on quality problems and are telling their people they need to work harder on getting out a quality product. Just the other day, Frances Stanfield threatened to fire Joe Duncan if she got any more complaints from quality control about Joe's work."
Design a quality improvement program that would have a better chance of being successful if used by Judy.
Judy Franklin, the plant manager of Smart Manufacturing Company, was reviewing the Quality Control Department figures with despair. Once again, the department's figures indicated quality improvements were not being made. Judy was annoyed. "I don't understand it," she thought. "I've been stressing to my staff for over a year that I want to see some quality improvements, but it just doesn't seem to be happening. Quality may actually be worse now than it was a year ago!"
Judy called in David Berg, the quality control manager, and production manager Stuart Lewicki. "Look," Judy said, "I told both of you over a year ago I wanted to see some improvements in quality around here, and we've talked about it at every staff meeting since then. But nothing has happened. What's going on?"
David spoke up. "My department just inspects the products. The quality problems occur in production. All I can do is what I've been doing all along-tell Stuart about the problems we are seeing. I've already told him that 50 percent of the quality problems are caused by worker carelessness."
"I know," said Stuart. "I don't understand it. I've been stressing to my shift supervisors that we need to see quality improvements. They have all told me they are coming down really hard on quality problems and are telling their people they need to work harder on getting out a quality product. Just the other day, Frances Stanfield threatened to fire Joe Duncan if she got any more complaints from quality control about Joe's work."
Design a quality improvement program that would have a better chance of being successful if used by Judy.
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Management 14th Edition by Leslie Rue,Lloyd Byars ,Nabil Ibrahim
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