Quality Improvement Implementation
In today's business world, competition is high and most organizations search for ways to gain an advantage in their respectable markets. One of the obvious, but unfortunately overlooked, ways to be at the forefront is establishing, maintaining, and constantly improving quality processes within an organization. Riordan Manufacturing has an established quality culture and strives to maintain the quality processes that are currently in place. Through its quality development team, Riordan actively seeks areas or processes that need improved quality standards. In an effort to achieve a higher level of quality, the quality development team at Riordan Manufacturing would like to present to the Executive Management team a Quality Improvement Implementation Process and Plan. Riordan is committed to a quality culture through its current Process for Post Project Reviews. Currently this process provides project history and feedback, however, a decision to enhance this process will ensure Riordan Manufacturing's strategic direction towards a total quality culture. This new quality process, called the "Continuous Project Review" (CPR,) is the best solution to drive a spirit of quality throughout the organization. The quality development team will identify the steps of the quality process improvement and implementation plan, define variations and how identifying and controlling is integral to total quality management, provide quality tools and the monitoring process, and explain why this model/methodology is correct for Riordan Manufacturing. Riordan Manufacturing Quality Management Process and Implementation for CPR Step 1.
Adopt New Philosophy Continuous Project Review Process (CPR). This objective is to gain approval for our CPR process. We will identify problems before they happen! Step 2.
Set Goals for Improvement This objective is to identify needs, define projects, prioritize, obtain authorization and funding, assign responsibility, and provide a solid understanding for CPR (Burrill & Ledolter, 1999, p. 4). Step 3. Establish Quality Teams Everyone takes part in a team aimed at process improvement. This objective will focus on the human side of everyone that is involved. Establishing an environment of mutual respect and commitment to the CPR process. Step 4.
Provide Training Everyone must understand their job and their role in a quality work environment. Step 5.
Report Progress - Diagnose CPR Find causes & remedies, specify needs for improvement, determine effective operating conditions, provide and gain control. Step 6.
Reward Recognition Share the success through continuous mutual trust, improved working environment, skill knowledge, greater responsibility, a winning team culture, and potential profit sharing. Step 7. Repeat the process on a continuous basis.
Implementation of the Continuous Project Review (CPR) begins today with the approval of Executive Management team to drive the spirit of quality throughout the organization. The following phases have been developed to implement the plan. Phase 1 - Management's leadership of quality effort
Phase 2 Focus on customers, obtain confidence
Phase 3 Focus on employees, gain trust & support
Phase 4 Apply quality concepts
Phase 5 Build on improvement
Phase 6 Adopt solutions to problems
Phase 7 Make quality permanent
The actual capacity of the process is rarely equal to its maximum capacity, because the process rarely performs to its full potential. (Melnyk, Swink, Ch.5, pg.21) This can be due to variations that might exist in outputs, inputs or the Post Project Review Process itself. When contemplating a reliable process, Riordan has visions of a Project Review Process with minimum or no variation that produces the same outcome every time. Riordan's goal is to develop a Continuous Project Review Process that would meet those requirements. After this goal is achieved, the...
References: Burrill, C. W., & Ledolter, J. (1999). Achieveing Quality Through Continual Improvement. [University of Phoenix Custom Edition e-text]. New York: John Wiley & Sons, Inc. Retrieved December 16, 2005, from University of Phoenix, Resource, MGT449 – Quality Management and Business Planning Web site: https://ecampus.phoenix.edu/secure/resource/resource.asp.
Goal/QPC (n.d.) The Goal/QPC TQM Wheel and the Ten-Element Model. Retrieved January 1, 2006 from http://www.goalqpc.com/tqmwheel.htm#
Melnyk, S.A., Swink, M., Value-Driven Operations Management: An Integrated Modular
Approach, McGraw-Hill/Irwin, 2005
University of Phoenix. (2005). Virtual Organization. Riordan Manufacturing. Retrieved December 16, 2005, from University of Phoenix, Resource, MGT449 - Total Quality Management and Business Planning Web site: https://ecampus.phoenix.edu/secure/resource/resource.asp.
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