BJB Manufacturing Company Quality Management

Strategies of Quality Management

There are three crucial components of quality management as proposed by Juran’s Trilogy. Importantly, the three aspects include the planning, control, and improvement of quality.

Quality Planning

In regard to strategic planning of quality, BJB Company should first determine the requirements and needs of the customers because the satisfaction of the customers’ expectation is the priority. Having identified those needs, the company’s marketing department should develop their services to coincide with the requirements. This will incorporate the stipulation of policies that guide the developers on how to come up with the content.

Quality Control

After making the necessary plan, the company should embark on controlling the quality of the products and services. This undertaking requires the company to evaluate the performance of employees and developers frequently (Mosadeghrad, 2012). This will ensure that the manner in which the content is developed has been supervised to avoid cases of reluctance on the side of the personnel mandated to carry out the relevant roles. This performance should be compared with the objectives of the company in order to identify the disparities that might exist.

Quality Improvement

When the above differences are noted, they should be eliminated so that the performance and organizational objectives are consistent. This is done by developing the necessary infrastructure and tools that help to raise the standard of the services. The acquisition of those tools is followed by the conception and implementation of projects which address the specific deficiencies. When implementing these projects, a team should be selected and equipped with the required in order to ensure consistent and coordinated accomplishment of the undertakings.

Factors Considered in Result Assessment

When assessing the results of quality management, the crucial factors that should be considered include the organizational objectives and the customers’ expectations. The consideration of customers’ expectations indicates the extent to which the quality management has satisfied the consumers’ needs. On the other hand, the organizational objectives are considered in order to assess the extent to which the entire program has complied with the goal and vision of the company.

Leadership Role

Leadership in quality management helps the company to coordinate the different aspects of quality management. At planning level, leadership is meant to stipulate the various roles and identify the appropriate people who should work on the mandates stipulates. When it comes to controlling the quality, leadership helps to supervise the performance of the employees. This is followed by offering guidelines to the employees on how they should improve their performances.

Damages Claims and Service Reliability

When the quality of services and products is improved, the company is able to satisfy the customers’ expectations and needs. This leads to a scenario in which the claims of damage concerning faulty products reduce. As such, the number of damages reported at a certain point reduces significantly and increase the customers’ loyalty to the company. Indeed, the maintenance of quality in the organization is a critical issue when it comes to reliability that customers have towards the company’s services. It also increases the reliability of services since the primary concern of the customers’ is quality.

Level of Inventory

Maintenance of quality is an undertaking which affects the level of inventory. With quality products and services, the customers are deemed to buy more of the commodities provided by the company. As a result, the level of inventory will be frequently low and hence the management must ensure that they update the level inventory more often to maintain the availability of content to the customers.

Reference

Mosadeghrad, A. (2012). Towards a theory of quality management: an integration of strategic management, quality management and project management. International Journal of Modelling in Operations Management, 2(1), 89.