Hank Kolb, Director Quality Assurance

maintenance services would be needed in all scenarios, the other employees may not be the right

Second, always make sure there is an alternative source. As I mentioned before, this is much easier with single source procurement (but not sole source), since other similar suppliers could be able to supply similar products with more or less that same quality as the previous suppliers.

Concerning the quality of education offered and the employee’s needs to be an active participant in the quality improvement process, and thus they should feel that they are responsible for the quality provided. This implies that the employees should be encouraged to make suggestions that are geared towards improving the quality offered through airing their opinions without fearing the unknown circumstances that may arise such as reprisal. Moreover, there is the need for a systematic procedure that will help to will not only help to involve the workers but also will be keen towards soliciting their input. This is because the endeavor to improve the product quality is far much better compared to the cost of poor quality which exceeds the cost of attaining the best quality.

Make sure that PPE in available for staff in the areas that they need to use it

This paper will attempt to analyze the current quality management system NYCHA has in place to determine what the issues are and what other strategies can be put into place to improve NYCHA’s quality management system.

In reading the previous paragraph; which method would be best in the collection or data, analyst, and response to

In this assignment I will be explaining the reasons for selecting the particular method of data collection for a selected product/service.

In early 1990’s, Teradyne experienced a major change in leadership with the new CEO Alex D’Arbeloff. Alex grew interested in the risk of losing Teradyne’s competitive edge due to quality and reliability concerns. Although D’Arbeloff believed the team was exceedingly competent, he believed there were major operating problems regarding reporting and performance measurements. To minimize these problems, D’Arbeloff embraced total quality management (TQM). After 5 years of intensive effort, TQM principles were embedded into most aspects of work at the company and resulted in noticeable improvement in manufacturing quality and customer service. However, the engineering organization was resisting TQM because of the resulting late and over budget projects.

As employees of an organization we are required to ensure the welfare of the same at all times. Sometimes we see and analyze certain processes carried out and it is understood that there is any way in which these processes can be improved. It happens that we are not prepared to report that such changes are needed for reasons that are varied. There are positions in companies that are responsible for ensuring that all processes, products and services offered comply fully with the expectations of customers. The so-called "quality controls" are the order of the day in different industries thus minimizing the losses that come when we could make a claim for defective product or service. The following provides an example of

A good starting point would have been dealing with the employees that were responsible for this problem by firing them, and this would have shown other employees how important the need for proficiency in the workforce is. By using the quality system called ISO 9001, it wouldn’t have been necessary to hire a professional to look at and find ways to fix the problem. I also feel that if a different quality system had been put in place General Motors might have had a high ranking within the auto dealerships. This can be shown by looking at the company’s circumstances involving profits and quality products due to the fact that they would be in a position to know what could be assembled in an effective manner if a different quality system had been put in

As a consultant of Extrude-Ride, I have noticed our company’s profitability is progressively more going downward. After having carried-out an analysis, I have noticed the key problem resides on the low-value perceived by our patrons as well as the difficulties the company has known in developing strong and long term relationships with external stakeholders suchlike suppliers and distributors. In other words, I believe that the problem resides in the lack of quality management. In this pursuit, how will I counsel the group to come within reach of a true definition of quality?

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

Total Quality Management is absent from the organisation. The company is not focused on continuously improving process performance through measurement of Key Performance Indicators, followed by appraisal and review.

Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs.

Quality is defined as conformance to the requirement, not goodness: The first absolute explains that management must strive to ensure that during the quality improvement process everyone is getting things done right the first time. Crosby stated that in other to do this management must state clearly what are the individual roles of the employee, management must also supply the employees with the resources needed to do their task and lastly management must give continuous support and encouragement to the employees during the improvement process. When quality is defined as conformance to requirement it helps to reduce hassle and improve quality at the same time. Crosby (1995).