Hank Kolb - Director of Quality Assurance

Satisfied customers can be the best advocates, which is why customers’ needs should be satisfied every time.

These processes are not performed in isolation. The end result relies heavily on the satisfactory completion of all processes and the communication of all functional areas involved. By viewing these processes as a whole, management can identify process inefficiencies. These inefficiencies may include delays or queuing at process bottlenecks, lack of control or checking, or places responsibility for process activities is not clear.

The device/equipment should be personalised to meet the individual's need and set up correctly. The individual and others supporting them should receive training on how to use the device. The individual should be supported to read and understand the instructions and to follow any health and safety advice on how to use the device correctly.

Equipment to be used – Before using any equipment it is vital you check the equipment is available, clean, in good condition, in good working order, the right piece of equipment for the activity you need to carry out as well as the right piece of equipment for the individual, the correct number of people are there to use the equipment and that you do not use any equipment you have not been trained to use.

It is recommended the checklist for quality control be addressed also in the new production style,

Back in the olden days, the success of an organisation was determined by the quality nature of products they provided their customers. It was believed that customers were ignorant and did not know exactly what they want and therefore accepted whatever was given them; thus the final decision rested on the producer or service provider. The case however, in today’s business environment is the reverse of the above mentioned. Due to technological advancements, increased competition and the fact that people have become more informed and knowledgeable, customers now determine exactly what

All tasks involving manual handling must be risk assessed and controlled. Responsibilities for all levels of employees and management must be identified, communicated and discharged effectively by all concerned. Equipment will be provided to assist in manual handling where a need is identified as part of a control measure. This equipment will be used appropriately and maintained well at all times with all operators certified where this is required under law.

Automating process controls to ensure systems correctly process and record information. (FFIEC IT Examination Handbook InfoBase - Design Phase., n.d.). Quality management techniques that improve quality assessments include error detection, process control, and process design. These processes detect missing values, improve recurring errors, and help optimize effeciency. (Even, A., & Shankaranarayanan, G., 2009).

20.   Which of the following is not a goal of process improvement? Identifying the cause of the problem

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).

Customer satisfaction and service quality are the two important components that direct anyone’s attention in every concept related to marketing, services, etc. (Spreng and Mackoy, 2006). In today’s competitive era, the success lies in

All the quality experts say that there are processes in which inspection will be needed. All the quality experts agree cost and competition does not compete with each other. Deming Juran and Crosby support the practice of involving the suppliers in the quality effort.

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.

The system of quality is prevention: This is why management must take the concept of prevention very seriously because it reduces defects and it lowers cost. This absolute state that appraisal, checking and inspection is an expensive and unreliable way of getting quality. Prevention can be achieved if during production process opportunities for error are identified. Prevention can also be achieved using statistical quality control method. Crosby (1995).

Implementation of excellent quality comes with a cost. The company must decide if it is really worth compromising the quality for revenue. If the quality costs exceeds the expected revenue of the company then the company must abandon implementing quality control mechanism. If otherwise, the quality would contribute to the product value and hence the revenue.