Operations Management Hank Kolb

Case 1: Hank Kolb, Director Quality Assurance

Question1. All the various causes of the quality problems on the Greasex line, depicting the answer on a cause-effect (or fishbone) diagram.

Answer 1. The problem which occurred in the Hank Kolb Case can be attributed to the following listed reasons

1. Low accountability on quality: Everyone was rushing through the work. No one was really concerned about the quality of their deliverable.

2. Schedule vs Quality: Quality took a backseat when schedule was to be met. It shows the hurry for keeping the product on the rack as soon as possible.

3. Focus on short term: Focus was always on how to get the fix done to get the immediate work done. Focus was never to fix the problem.

4. No prequalification of process :

5. Quality Dept. not taken seriously

6. Absence / Non adherence to Standard Operating Procedures

7. Quality and other dept too friendly: Quality dept was too friendly with other dept to the fact that they never thought as to why their work was always being compromised. They were not able to realize that they were not doing what was expected out of them

8. Lack of total approach to product development: There was a lack to approach leading to product development.

Fish Bone Diagram of the root cause of Hank Kolb case

[pic]

Question2. The general steps for setting up a company-wide continuous quality improvement program which Hank could propose for the company, for consideration by the general manager, Morganthal.

Answer 2. General Company wise improvements on quality

1. 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.

2. Quality should be of utmost importance.

3. Start collecting data on why and how the machine breaks down....