Case of study of executive holloware

INTRODUCTION:

This document provides the case of research of Executive Holloware (EH), a business that manufactures items that aimed at the very best end of market with a commanded large price. The most crucial product was the handmade silver-plated tea sets.

In the next pages, a definition and specification of quality is presented and just why it is necessary for the company. Additionally it is mention the main factors behind the problems regarding study, the way of measuring quality in the levels through the manufacturing process and lastly the recommendations of guidelines for implementing quality advancements.

1. How come quality vital that you Executive Holloware?

The term Quality is the core business for Executive Holloware, because this company produces quality value products at the top end of market and commanded high rates. The most important product was the handmade, silver plated Georgian tea models, therefore the relevance of developing a product in the mandatory and approved conditions that fulfill the high targets of the customer.

Because the business in 2002 had turn into one of the leading UK Holloware suppliers, quality relates to the final product and the acceptance of the customer to the new products.

The idea of quality is also important for the organization because they produced distinct cutlery and tableware items and made a decision to specialise in the development of the tea pieces; consequently, the relevance of considering quality in the brand new methods, the raw materials, the internal process, and the ultimate products to handle the competitive edge and increase the profitability of the organization.

Quality is important since the company lost around £12,000 each month in re-working and consumer returns, therefore the relevance to attain a standardized process and to avoid defects in the merchandise.

2.- What do you understand by the word "quality"?

The term "quality" has been updated every year because of the several ideas, philosophies and methods that have emerged (Maguad, 2006). So as to understand better the term quality, it is necessary to consider the client point of view and the process involved. First, quality can be defined as "meeting the client requirements", but there is another stage of satisfying the customers such as for example delighting them, which allows the companies to measure client loyalty and the total satisfaction of the merchandise developed. (Oakland, 2003 testmyprep.com)

Second, the term quality also identifies the reliability of the merchandise. As a result of standardization and high-performance methods, quality depends upon how well the business performs through the procedure to develop a product and the power of it to keep meeting the customer expectations. (Maguad, 2006)

The concept of quality is related not merely in the merchandise, but also in the complete processes in an organization, hence the need to define a specification in creation. This allows developing a product with the standard requirements with a details description of pieces, parameters, raw material used and inspection method and analysis control. (Drew, 2006)

3.- How would you specify "quality" for Executive Holloware?

The term quality for Executive Holloware could be specified typically on the high value silver products available in the market. These products have to be without the scratches or bruises and also most of the items should keep the factory following the quality inspection to achieve the determined specifications. Because the primary product is quality value Holloware, EH must determine quality with the following characteristics in the process:

1. Reliability.-

Customers expect that the merchandise will last longer that the standard one in the market while purchasing a Holloware item, which means product specification and raw material are important regarding to the customer usage no matter the environmental factor. (Oakland, 2003)

2. Aesthetic characteristics.-

Clearly, the products are valuable because of the appearance, consequently the relevance of keeping away from any defect of each product. This also includes the specification of color, size, and durability. (Oakland, 2003)

Quality is also specified in the internal process. This process should be measure and much like the suitable ranges in production to build up a product that fulfil the features and it also necessitates "the participation from everyone in the organization". (Maguad, 2006)

4.- What exactly are the underlying factors behind the problems at Executive Holloware?

There are some challenges presented in the EH case of study. First, the merchandise developed how to write a reflection paper by the business are high value tea sets items, consequently the need to maintain a typical performance to make a product with no defect. One cause of the situation is that there is absolutely no specific definition of defect in the complete process. It is brought up that the senior store foreman doesn’t have a clear knowledge of defect definition which affect the correct performance of the complete process because it represent in re-working cost.

Other cause of problem is that each department will not maintain a close interaction about the relevance of the quality in the process. Paul realized that every department blame each other regarding to the scrapes and bruises of the product. Even the financing director did not has a clear vision of the situation, therefore the lack of communication and process interior control

In the Organization, there have been no specification clearly defined of top quality and the metrics of quality acceptance through the process, such as the clear description of scratch and bruise in the teapots and the acceptable ranges like tolerances or technical specs in creation. This generates problems in the process and the re-working price while sending back the items to remove or to correct the defects.

Finally, quality assurance during the process is responsibility of every member in the organization. (Talha, 2004) In cases like this, the quality department was the only responsible of this task and the additional departments were not able to perform an excellent inspection before the product leaves the business to the marketplace. A clear quality control process will ensure the good performance and development of the high value product for customer expectations. (Talha, 2004)

5.- How should Executive Holloware measure quality at each stage of the process?

Paul can employ a blend of tools and ways to measure top quality in each stage of the process as a way to highlight complex info in a clear visible way, to evaluate the phases that generates most of the problems, to emphasize the areas to become prioritized, showing relationships between the departments, to determine reason behind failure and to implement an improvement procedure. (Bamford, 2003)

The measurement methods of top quality in each stage will be the following.

* Press Shop.- At this procedure the Pareto diagram may be the tool that organizes the info from the larges to the smallest that requires attention and can be used for measuring at this time. (Hagemeyer, 2005). This enables to identify the challenge in the first place and to avoid sending the defect product to the next stage. A graphical program, such as scattered diagrams, could be applied in this stage to show the relationship between the factors. (Hagemeyer, 2005).

* Plating and Softening:

There are some tools for measuring that can be applied this stage as an example the Check Sheet to acquire data, organize and categorize to detect defects and for additional analysis; the histograms, to show the rate of recurrence with which a worth arises; and Control Charts as a sensitive program utilized by the staff to prevent mistakes or defects. (Hagemeyer, 2005).

* Assembly.-

At this stage, Paul should measure quality by the Statistical Procedure Control Chart, which keep an eye on and predicts the functionality of the process; the process flow diagram showing a graphic illustration of using the process to avoid problems. (Hagemeyer, 2005) Finally, the Gage repeatability and reproducibility tool can be applied to determine the quantity of variation in the measurement system and the sources of the variation. (William, 2005)

* Polishing.-

In the investigation made by Paul, it was demonstrated that the polishing and buffing department got the mayor number of complains due to the scrapes and bruises. Therefore, the quality techniques and tools which might be applied in this level for measurement are Reason and Effect Diagram to recognize the sub-causes of the main problem; The Statistical Quality Control to keep an eye on the production process by taking samples of the merchandise and plot the data in charge charts. (Hagemeyer, 2005).

6.- What actions would you advise Paul Stone to take to improve quality?

The System, Do, Check and Work (PDCA) cycle is a suitable technique for monitoring and issue solving for continuous top quality improvement and the methods are the following:

1. Plan.- In this task, Paul must identify the problem with the quality equipment like brainstorming, Pareto charts, employees inputs, why-why diagrams; analyze the issues and set targets (cheek bed linens, scatter diagrams, control charts, reason and defect diagrams); determine performance measurements; and explore choice solutions. (Ahmed, 2002)

2. Do.- This consists of planning and execute the alternatives defined. The action plan is necessary with the people involved in the implementation and the duties of each one; therefore the internal communication and dedication in the organization is crucial. (Oakland, 2003)

3. Check- In this task, Paul will be able to evaluate the performance with different tools such as control charts, check bed linens, histograms, Pareto charts, etc.) (Ahmed, 2002).

4. Act.- This consists of even more improvement and standardized solutions in the organization. (Ahmed, 2002)

Paul must consider that a quality improvement program ought to be employed as a strategic improvement initiative, rather than a performance improving tool or techniques; and it should be integrated with "organizational strategy and operations to succeed". (Asif, 2009).

In addition to the methods mentioned above, a quality improvement implementation must consider the commitment and involvement of all parties along the way, an open communication, continuous improvement, internal and external customer emphasis, a partnership with suppliers, and monitoring and analyzing methods of quality. (Mohammad, 2006).

Conclusions

Quality is a crucial concept in the performance of any firm. A definition of the term "Quality" has been up to date because of the business procedures, environmental adjustments and customer goals. (Maguad, 2006). In this document the word quality was defined and also it was showed the importance of it for Executive Holloware. The causes of the problems in the event study were offered, and the suggestion of the way the company should measure top quality in each stage of the process.

Finally, it really is included the measures for implementation a quality improvement in the organization so that you can face the customer requirements and to accomplish as a competitive company in the Holloware sector.

REFERENCES:

1. Ahmed S. (2002), et. al. Survey and Case investigations on program of quality management equipment and techniques in SMIs. [online]. 20, (7), 795-826. Document from Emerald, last accessed 10 December 2009 at: www.emeraldinsight.com

2. Asif M. (2009). Why quality management programs fail: A strategic and operations management perspective. [online]. 26, (8), 778-794. Article from Emerald previous accessed 13 December 2009 at: www.emeraldinsight.com

3. Bamford D. et. al. (2003). The use of quality management equipment and techniques: a report of application in day-to-day situations. [online], 22, (4), 376-392. Document from Emerald previous accessed 11 December 2009 at: www.emeraldinsight.com

4. Drew, E. et. al. (2006). Quality Operations Approaches in Irish Businesses. [online], 18, (4), 358-371. Document from Emerald last accessed 13 December 2009 at: www.emeraldinsight.com

5. Hagemeyer C. et. al. (2005). Classification and application of issue solving quality equipment. A manufacturing case study. [online]. 18, 5, 455-483. Content from Emerald previous accessed 13 December 2009 at: www.emeraldinsight.com

6. Maguad, B. (2006). The present day quality movement: Origins, expansion and trends. [online]. 17, (2), 179-203. Article from Business Resource Premier last accessed 13 December 2009 at: http://web.ebscohost.com.lcproxy.shu.ac.uk/ehost/pdf?vid=2&hid=4&sid=a7ce8905-4894-4956-8d8c-a956756c2247%40sessionmgr14

7. Mohammad, A. (2006). The impact of organizational customs on the successful implementation of total quality operations. [online]. 18, (6), 606-625. Content from Emerald last accessed 13 December 2009 at: www.emeraldinsight.com

8. Oakland J. (2003). Total Quality Management: text with situations. [online]. Oxford. Butterworth-Heinemann. E book from Dawsonera previous accessed 13 December 2009 at: http://www.dawsonera.com

9. Talha M. (2004). Total quality operations (TQM): an overview, [online], 17, (1), 15-19, Content from Emerald last accessed 12 December 2009 at: www.emeraldinsight.com

10. William D. et. al. (2005). An Intro to GAGE R & R. [online]. 44, (13), 24-25. Article from Organization Source Premier last accessed 13 December 2009 at: http://web.ebscohost.com.lcproxy.shu.ac.uk/ehost/pdf?vid=2&hid=4&sid=470fb346-e63b-478c-b153-7df8cf72ce9a%40sessionmgr11

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