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Gasdem Iberica S.A.

1) Is it possible to implement the system and certify the central and


the 7 delegations at a time or else will it be more reasonable to
approach the project in stages?
I would implement both activities at the same time, eventhough there are seven
delegations with a variety of different activities, all of them match the entire
process due to the fact that certifying a unit will ensure that the remaining
delegations meet their expectations ending up in a the whole quality process.
As far as the data is concerned, Madrid, Barcelona, Santander and Valencia look
after the repair shop whilst San Sebastian has the administrative and central
tasks. Besides, Madrid has the training for new members as well. It means that it
is needed to analyze all the delegations implicated so as to define the
appropriate quality management since there might be different variables that
has to be taken into account.
2) What model would be considered most appropriate: ISO 9001:2015,
ISO 14000, ISO26000:2010, ISO9004:2009? Would you use some
other standards such as consulting, support, etc.? If so, what might
they be?
I would consider the ISO 9004: 2009 model since it achieves sustained success
despite the fact that every unit has different aims. This model leads to increase
the overall efficiency and effectiveness of the organization, eventhough they are
only guidelines and not mandatory ones. This model also aims to continuously
improve and get a wider customer satisfaction due to its consistency and its
flexibility in terms of its compatibility with other management systems.
3) What main processes do you consider that should be described?
Would they be the same for all delegations and central or would they
make any difference?
As mentioned above, all the delegations could have different processes and
specific activities and even some process would be different than the ones
carried out by the central. As far as I am concerned the following processes
should be described:
Sales, Distribution, Marketing, Purchase, Training, Post sales, Maintenance, HR,
Management between.
4) How will you structure documentation of the quality system?
First of all I would establish the process course between each delegation and
central. Secondly the main product procedure has to be tracked. Lately, specific
processed related to each delegation should be documented.
5) Set the main phases of the project and assess its duration
approximately.

Phase 1 (2 month) - Planning and Analysis current situation. This is out an


analysis of how they are 7 delegations and the Central Warehouse works to
consider all the necessary components and also raise all the important variables.
Phase 2 (4 month) - Register all process and people. This helps to identify better
the iteration between delegations, departments, areas and what information
flowing through them, and the people involved in them. This will establish the
quality management measurement data.
Phase 3 (2.5 month) - Base the Quality Management Plan. According to all data
found, we set the basis of Quality Management Plan. This Plan include project
management and procedures per product.
Phase 4 (1 month) Data all work procedures performance and quality
management document system. It will establish responsible of every activity,
procedures, works, inspections and so on.
Phase 5 (2 month) - Elaborate the Quality Manual. This document contains all
processes of the organization at all levels.
Phase 6 (1 month)- Training. The company will train their employees to adapt
their usual work using the procedures established at the Quality Manual.
Phase 7 (3 month) - Implement Quality Management Plan. This is a time trial. All
employees should adapt to this new procedure and ask about non-understanding
process.
Phase 8 (1 month) - Review Quality Management Plan. The team ask the workers
if the manual needs any modification or the process could be improved.
Phase 9 (3 month) - Process any improvement according to the results.
Phase 10 (1 month) - Control Quality variables and if its necessary process the
implementation changes.
Phase 11 (2 weeks) - External audit. External Audit to evaluate the perform
quality management assurance.
Phase 12 (1.5 month) Certificate all quality management. Some phases could
be done in parallel.

WELZ BUSINESS MACHINES


1) From the conversation held between Tim and staff, draw a diagram
of cause and effect (Ishikawa).

2) Carry out a Pareto Analysis with the data gathered.

3) Analyze some corrective actions that your company should take to


improve the situation.
In my understanding it is needed to hire more employees and make sure they
are all trained in customer services techniques plus a wide knowledge of the
product itself so as to be able to deal with different type of customers. Besides, I
would make sure to reallocate the resources according to the incoming volume
of calls so as to ensure waiting time and customer satisfaction are met. It will

lead to a high level of satisfaction and would increase the ratio to potential
customers.