Essay about Lean Manufacturing

However, if the cost of “perfection” is so expensive that the company cannot be profitable, it is not realistic to spend too much on a zero defect mindset. Instead the company must first identify what an acceptable percentage of defects is and where the defect could have been prevented. Then the company can further quantify which cost of quality is presenting the greatest risk and put procedures and policies in place in an attempt to minimize defects. Since prevention costs many times are considered the least expensive and can have the biggest affect on non-conforming products most companies will focus its initial and largest efforts into prevention. The next initiative would be appraisal and last would be identifying

Senior leadership must determine and direct the level of quality that is acceptable within the organization. Leadership should prioritize areas of quality and use data based on benchmarks from other facilities. (Dlugacz, 2006). In addition the author states there are some important areas that must be monitored for quality. Compliance must be followed by leaders and all

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

Sullivan (2013) informed of the total quality management (TQM) created by Dr. Deming that are popular in numerous business organizations. Switching from solving problems to preventing problems, Sullivan (2013) explained that the TQM’s focal points are their clients, total employees’ participation, available data for measurement, and process improvements. With Deming’s 14 management points, St Jude Medical Center (SJMC) will be evaluated on its quality management.

The essence of Crosby's quality theory is embodied in what he called the 'Absolute of Quality Management and the Basic Elements of Improvements'. Philip B. Crosby also shared the following views concerning quality generally:

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).

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.

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.

‘You cannot inspect quality into a product; you must build in quality right from the outset. '

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).

• Put in place a more Scientific Approach to identify best opportunities for new business.

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

Joseph Juran’s first edition of the Quality Control Handbook answered a few questions of the defensive character of traditional quality control. The main focus on getting a grasp of the concept is understanding where the quality movement currently is in comparison to where it was. The 1951 book, which

Juran’s definition of quality focuses 100% of the customer’s satisfaction of the product. He stresses a balance between product features and products free from deficiencies and believes a quality product is free from deficiencies (Suarez, 1992, p.4). In order to achieve this

Quality is never an accident it is always the results of high intention, sincere efforts, intelligent directions and skillful execution, it represents the wise choice of many alternatives.