Question 1: It is well known that quality has many dimensions and definitions. It can be based on a transcendent approach (innate excellence, for example a Rolls Royce), a manufacturing based approach (free of errors), a user based approach (fit for purpose), a product based approach (conforms to measurable characteristics) or a value based approach (suitable cost and price). Since Executive Holloware has a strong brand that suggests top quality the delivery of consistent excellent quality should be priority for this company. Quality for Executive Holloware could be specified could be defined as consistent performance to customers’ expectations. More specifically you could specify quality at Holloware as producing 95% of all products in such a manner that they do not need to be reworked by any department due to shape defects, scratches, bruises or discolouring. Judging from the random sample that Paul has taken it seems that the majority of defects originate from the press shop. The causes for this phenomenon might be: Too little inspection points during production – Defects are only picked up at the end of the process where costs were already incurred on defective products. The remuneration policy of the workers does not promote the production of quality products. It seems that the workers get paid per product produced, whether it complies with quality standards or not. There seems to be a communication problem between the various departments. They work in silos without integrating the process. There is a lack of well defined quality standards. As Jim remarked he does not know when something is a scratch or not. There is no yield Key Performance Indicator (KPI) in place that measures % prime product on first pa... ... middle of paper ... ... call lengths to such an extent that Duncan is suggesting might result in declining quality of customer service and the loss of potential sales due to perceived abruptness from the customers perspective. It is the author’s opinion the Key Performance Indicator (KPI) of call length only might be short sighted. It might encourage employees to rush calls. A more comprehensive measurement system for employees might be considered for example, call length coupled to sales dollars per call length and customer satisfaction according to a survey conducted by AEB mortgage’s marketing department. However, if Duncan remains adamant in reducing call duration and call length variability he might consider managing by exception. He should identify the persons who consistently take longer on calls, establish why this phenomenon exists and act accordingly with training or the like.
For this assignment, I have decided to focus on what makes a good quality
Such views by both departments have made decisions making more complicated for the
Comcast Corporation is a company that specializes in cable networking and high speed internet access for residential and commercial customers. “Comcast Creates More Than 5,500 New Jobs as Part of Multi-Year Customer Experience Transformation” (Comcast.com, 2015). I spent a total of three years working for them in a call center atmosphere before relocating my family. This job was one of my most memorable and enjoyable mainly because they followed the management practices which allowed everyone to function efficiently. Nominally “The primary function for most call centers, also known as ‘inbound’ call centers, is to receive telephone calls initiated by customers. Inbound call centers typically spend 60–80% of their budget on staff members who handle phone calls” (der Horst, et al., 2012, 435). My days were spent with between eight to twelve hours a day attached to a desk and phone system monitoring all aspects of job performance. Comcast “today announced a new, multi-year plan to reinvent the customer experience and to create a culture focused on exceeding customers’ expectations, at all levels of the company. The plan centers on looking at every decision through a customer lens and making measureable changes and improvements across the company” ...
To determine and measure product quality it’s important for businesses to use available bench marking process which would allow measuring their own performance and qualifying statistics. These can then be used to compare the performance of the business to competitors in the industry both locally as well as in the international market. These benchmark statistics will help identify quality statistic ranges which can
...ision problems that can easily be corrected with something as simple, yet intricate as a little piece of plastic.
If equipment flaw or a defective part is spotted, the damaged machine directly stops, and operators halt production and rectify the identified problem. It is essential ...
The company is also faced with a 20% reject rate that is absolutely unacceptable. A lot of the produced boards go to waste, and a lot of resources are compromised. Moreover, it contributes to the manufacturing strain, as the production team must start with at least 20% more than the required output just to give allowances to the defects. CBF, Inc. should implement a more rigid supervising/monitoring program with the manufacturing processes in order to pinpoint and arrest the cause of these defects.
When new competitors enter the market, they will have high costs of production due to the lack of economies of scale.... ... middle of paper ... ... The employees’ earnings and promotions were determined in direct proportion to their individual compensation towards the company’s success.
Having so many defects and the equipment breaking so often is costing them money they could be putting into producing.
In addition, One.Tel had low complexity that is determined by having unclear job tasks and responsibilities. As there is no organizational chart, the relationship between the employees could not be determined and the job descriptions were ambiguous. Understaffing, which often happens, and many called from customers were left unanswered, led to the long-term decline in sales, as there was frustration among the customers. No rules and procedures in handling account and customers complaint shown that One.Tel was lack of formalization in operation. One.Tel also did not run its divisions’ function properly. There was no right procedure in training staff and it recruited young inexperienced staffs. It also had disorganized billing system and financial account.
One problem anyone is going to have in just about any industry is the amount of inventory to keep at warehouses. If there is too much inventory, then high costs will become a problem and hurt your bottom line. At the other end, if you try to save too much money by keeping inventories dangerously low, it may create stock-outs. These can infuriate your clients
When it comes to product defect they have three sections. They are the design defects, the manufacturing defects and the marketing defects. The marketing defects have to do with the way they sell the product. This means the instructions of the product, and whether or not the warning is correct or not. The design defects have to do with the way the product was designed. So with the pressure cooker was it designed wrong, was the roundness correct? Manufacturing defects were not intended. For example with the pressure cooker the one screw was loose. Then that would have to do with the manufacture (Reuters, 2008).
Dean, A. M., & Rainnie, A. (2009). Frontline employees' views on organizational factors that affect the delivery of service quality in call centers. Journal of Services marketing, 23(5), 326-337.
We commonly view quality as a physical property of our product and therefore see our task as producing a product that meets these physical characteristics.
...ther or mechanical or even customs delay. Customers were upset of these issues when they were expected to have on-time delivery of their shipments.