Case Analysis 7: Cranston Nissan
1. The quality problems in this case include total quality management, statistical process control, timing, managing the supply chain, and capacity planning. Total quality management would have addressed the problems in a broader since in giving employees and managers goals to strive for and follow. This would allow the managers to have plans and a guide in how to fully satisfy customers, as well as motivating their workers to complete task efficiently. Statistical process control would provide an objective tool to make decisions concerning how well as process is performing. In this case, the process in place at Cranston Nissan was not working, because the customer was never given their car on time and in ideal condition. The operations manager should have noticed the quality of their process was lacking and therefore needed much improvement. Timing was a poor quality that Cranston lacked. From receiving the car to communicating the appropriate time frame to the customer and the customer receiving the car. The customer was told many times that his car was not ready when it was supposed to be. It kept have to be pushed back a day and then another and then another. Because of the unmanaged supply chain, timing was kept being extended. With each repair and new person who was supposed to fix it, there was a new problem. The quality of the worker output was bad. When it was only supposed to be rust repairs, problems with the security arose, with the speedometer, and even the rear view mirror was detached. The quality of work was very poor and the management if the workers was poor. On September 5th, poor capacity planning is evident. The workshop had too much to do and wasn’t giving this customer the time they deserved. This is another contributing factor to why the timing is bad. The workers could have been working on each job quickly not taking the necessary time each job is really needed to produce the best quality outcome....
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