MC 550 Case Study 1, S.

Weidner

Hank Kolb, Director of Quality Assurance Case Study 1

Prepared By Steven Weidner

Gregory W. Judge MC 550 Operational Management City University Renton, WA October 15, 1996

there is no decisions based on facts and data. Proper training is not viewed as a prerequisite to start a job which leads to unqualified people performing processes. These problems. The fundamental problem shows up in a number of symptoms such as putting schedule and market share above quality and safety. Senior management lacks the policies and visible support of a quality philosophy such as following a ISO 9000 Quality System. and testing processes. which is a move in the right direction. inspections that are after the fact with out in-process controls or feed back loops. This fundamental problem also creates an entire host of other problems. and is an impedance to doing their job. S. . Quality is viewed as an add on. Weidner Problem Definition The fundamental problem is management. It also shows up as a poor attitude about quality. Even though they have recently appointed Hank Kolb to oversee their quality program. include: lack of purchasing. inspected in. It also leads to a lack of product tractability.MC 550 Case Study 1. there is still a lack of visible senior management support for quality. Designs are made on hunches . as stated in the case study. quality maintenance records of the equipment so improvement or stabilization data is not available. design.

. and is an impedance to doing their job. This shows that schedule and market share above quality and safety.MC 550 Case Study 1. lack of quality maintenance records of the equipment so improvements can be made. is inspected in. It also shows a poor attitude about quality and that quality is viewed as an add on. Weidner Problem Justification Personnel had stated that the operator had just be transferred in without any formal training and the on-the-job training was by an unqualified person shows proper training is not viewed as a prerequisite to start a job which leads to unqualified people performing processes. The case states that there was no scheduled or preventive maintenance and they had recently had 12 work orders to adjust or fix a machine that was being used for something that it was not designed to do. S. The plastic nozzles were a rush order. the heads had burrs on the inside rim and they just increased the application pressure to make them fit. The operator was not around when the QC manager did the testing demonstrates inspections that are after the fact with out in-process controls or feed back loops. This shows a lack of product tractability.

Statements like “even if it is a little off spec was tolerable.MC 550 Case Study 1. we need market share now” shows a poor quality attitude and the schedule is more important. Marketing drove the design and the cans were not designed for manufacturing also shows up as a poor attitude about quality and a lack of good design processes.there is no decisions based on facts and data . demonstrates that designs are made on hunches . The designed was pressed into manufacturing without testing the effect of the contour. S. shows a lack of testing processes and that they put schedule over quality and safety. The inspector had used only a sample of testing to find the eight rejected cases but had no way of tracking where they had gone shows a lack of in-process controls and a lack of product tractability. Kolb had a hunch what the problem might be but the designer did not feel that should be a problem. Weidner There solution to deal with the suppler of the substandard parts was to talk with the sales person the next time they came in shows a lack of good purchasing processes . .

MC 550 Case Study 1. They could perform a make/buy analysis to determine if they should off-load the production to another company. management is the problem. 5. They could focus on the equipment with full time maintenance staff to keep the machine up and running properly. List of Alternative Courses of Action 1. They could start collecting data on why and how the machine breaks down. the fact that Hank was sent down to this plant with out any real visible support and was viewed as just another director without any more authority shows a lack of senior management support for a quality philosophy. . Weidner Last. 4. In short. 2. They could do nothing and continue to focus on getting the product out the door until the demand stabilized the figure out what the best course of action would be. They could do nothing and continue to focus on getting the product out the door. S. 3.

10. manufacturing. if any thing. only gives . 7. Evaluation of Alternatives Alternatives 1. 9. while it may get product out the door it is not currently meeting the market demand and does little. They could start with senior management to manage the company by a visible quality philosophy and take a long term view of their company where they empower the Quality director to institute quality programs that infiltrate the attitudes of all employees across the company. Alternative 2 does not resolve the quality problems in the short run. They can start to design for manufacturing and use facts to guide there decisions. 8. Weidner 6. S. and testing processes along with ensuring training is a requirement to operate any process. They can analyze if this product fits strategically with their company’s goals and objectives. to solve the problems. They can implement better design. They can do a cost/benefit analysis to see if they should invest in better machines.MC 550 Case Study 1.

One must also be careful that the selected supplier has the quality systems in place and the off-loading of the work is not viewed negatively by the employees.MC 550 Case Study 1. and 9. Alternative 3 is a good thing to consider because it could provide an opportunity to remove the problem and provide a quality product in the quantities needed. Recommendations . Weidner the illusion that improvements will come in the future. Alternatives 6. it does take time to perform the investigation and analysis that does not solve the short term problems. S. Alternative 5 is also good but one needs to focus on the decisions they want to make then design the data collection based on the required decisions. Alternatives 8 and 10 are the foundation to starting to solve the fundamental problems. 7. Alternative 4 is a good start but one would have to question if they need a full time staff to do it or if a system could be set up that required a staff as needed. and fails to put any plans in place to make improvements or solve the problems. are good steps in the right direction but take time to do right. However.

Then Hank needs to start an awareness campaign that will allow people to understand the cost of poor quality and the value of good quality processes as part of this management support. design. . Once that is done he should work with senior management to verify if this product is a good fit with the companies goals and objectives and perform a make/buy analysis. He should start collecting data on why and how the machine breaks down with a minimal staff required to keep the machines running.MC 550 Case Study 1. Weidner Hank should engage senior management to provide visible support for a quality philosophy that will change the attitudes across the company. and testing. S. Hank should focus on the implementing a quality system such as ISO 9000 where they develop policies and processes for purchasing. Hank then needs to focus on short run to get things under control. Last.