Course Work on Quality Management and Six Sigma

Date:  2021-06-25 06:42:55
3 pages  (597 words)
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University/College: 
Vanderbilt University
Type of paper: 
Course work
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This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.

Quality at Sorthomo Ventures is not what various suppliers put in towards the realization of market goals and objectives. It is how the services and products offered at the company satisfy the needs of the customer since the customers cannot provide the specific numeric value of what makes them satisfied. For this reason, quality at Sorthomo is achieved when the minimum requirements of the specific performance needs are met. In other words, quality entails the totality of features and characters in a product or service provided that bears its ability in achieving the needs stated. In the company, quality has been measured through various ways which have emerged to be effective in maintaining the existing competitive advantage and customer base. Quality is specific driven, and for this reason, the organization assesses if it meets the set requirement (Calabrese & Corbo, 2015). Secondly, it has been continuously measured at the start and the percentage passing customer acceptance evaluated. Thirdly, quality at the organization has been measured by the number of rejects from the clients. Quality attributes are the Determinants of Quality, ' and often the consumers look for them to decide when the service or product is of quality.

Based on Quality Management Maturity Grid by Philip Crosby, the cost of quality at Sorthomo Ventures is 20%. This is based on the basis that the company was started about 3 years ago and has not gained dominance in the market. At stage 1 the score is 1, at stage 2 the score is 3, at stage 3 the score is 5, and at stage 4 the score is 7 while at stage 5 the score is 9.

Sorthomo Ventures (Quality Management Maturity Grid)

stage 1 Uncertainty 1

stage 2 Awakening 3

stage 3 Enlightenment 4

stage 4 Wisdom 5

stage 5 Certainty 7

Total =SUM(ABOVE) 20

Some of the factors that have made the company not to achieve its full potential include the fact that the management understands the importance of quality towards employee satisfaction but has not incorporated enough time and resources to achieve the quality goals. At the same time, there has been a significant focus on the companys production logistic and revenue generation rather than quality improvement. Based on the assessment, it is evident that the company will make a significant improvement in quality and acquire a larger customer base. This is expected to increase revenue and overall growth of the company further. Achieve the set plans and objectives towards achieving the set quality standards; the organization will first define the change intended in the organization, develop target readiness, establish a communication plan to minimize conflict in the organization, and develop a reinforcement strategy in case the change process backfires.

Plan:

Define change

Develop target readiness

Build a communication plan

Create reinforcement strategy

Six Sigma Quality involves a set of approaches and tools used in process improvement (Dahlgaard & Mi Dahlgaard-Park, 2006). It is inherited from total quality management and seeks to enhance the quality of the output through the identification and removing of cause defects and minimization of variability in the business process. The concept follows two methodologies which are inspired by the Plan-Do-Check-Act cycle. Based on Six Sigma Quality, the company is yet to achieve its full potential since there is still some efforts put in by the management to improve the operation functions. Once operation process is improved, there will be full control of all processes and hence the achievement of Six Sigma quality.

 

References

Calabrese, A., & Corbo, M. (2015). Design and Blueprinting for total quality management implementation in service organizations. Total Quality Management & Business Excellence, 26(7-8), 719-732.

Dahlgaard, J. J., & Mi Dahlgaard-Park, S. (2006). Lean production, six sigma quality, TQM and company culture. The TQM Magazine, 18(3), 263-281.

 

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