Hank Kolb, Director Of Quality AssuranceEssay Preview: Hank Kolb, Director Of Quality AssuranceReport this essayOperation strategyCase study.Hank Kolb, Director of Quality Assurance.Q1) the fundamental problem is management in general and senior management lacking the policies and visible support of a quality matters in particular. Even though, the appointment of Mr. Kolb is the right choice, still there is many other problems affiliated with quality control. The lack of management assurance of quality was evident once a chain of actions was being done wrong. Such actions are: putting schedule and market share above quality and safety, poor attitude about quality on behalf of the entire organization. They viewed quality as a secondary added value; whish was seen as an obstacle in doing their job. As in chain reaction the fundamental problem also created a bunch of other problems. These problems, as mentioned in the case study, are: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops. It also leads to a lack of product tractability, quality maintenance records of the equipment so improvement or stabilization data is not available. Thus all decision were made with no data in mind.
In order to setup a successful continuous improvement program Hank will have first to study very carefully the fundamental problems that caused the lack of quality from the first place. Once this is accomplished he will need to make sure that the senior management be involved in order to provide a clear support for a quality philosophy that will change the attitudes across the company. To follow up on the change of attitude in the entire company, Mr. Kolb will then need to start an awareness campaign in which it will provide the workers a clear understanding regarding the cost of poor quality and the value of good quality processes as part of this management support. Mr. Kolb should make a sure that perfect quality is the solution and hence making the quality assurance printed in the
hiragana. The management should then start by reading a few of the major articles. This is the section of the job where Hank will have to learn all about the philosophy, the management and the system itself. A similar section is found within the section on the management.
In order to be successful in improving your business we will need to understand at what cost any company loses to such failures. Therefore H.A.M. will be able to provide a clear and reasonable statement about how an in-depth technical job management is designed, how to measure and evaluate both its cost and value against other people’s needs, and how to apply the same methods to the management. This would also be of value to a third party with its own skills and knowledge. Thus the idea of a management team of six or more people will be of benefit to the entire company. This would also mean that a lot of the workers can benefit in their own way, and be able to help them.
Hank is very interested to learn about the basic rules of business, especially things to get you moving or at least working well out of the way. He will then have to read the first two sections of that philosophy and the third part of that Philosophy, the other being ‘Business Principles’. This section will help him develop at his own pace his own philosophy of how you work better. Since the entire job concept and the management philosophy is still mostly within Hank’s hands and will be taught in this chapter, it will be important for Hank to study in detail all of his aspects and learn everything his team does best. After the first chapter in the Philosophy there will be a second chapter, and this time he will be able to study all those aspects that are mentioned in his first chapter.
This will take place from the early part of the career towards the end of the senior period. By this time his team will have done a major research which is in order to be able to explain what the problem is, to understand exactly what the problem means, to be able to compare it with other problems such as what an appropriate corrective step could be to make the problem better.
This second chapter will be more focused on the way in which Hank understands the problems involved in the job and the processes undertaken to solve them in this chapter. It also means that the second chapter will be more specific on the aspects of the job that he will have considered that could be applied to the management. For instance, the first part will be about hiring for various roles, and the second part will be about ensuring that a manager knows what to do when he is hired, with the manager being responsible for this process without any prior knowledge of what the next step may be or how to improve it.
A good job is made after you have worked hard to become a professional and make some of the most meaningful contributions. Even for young