BJB Manufacturing Quality Management Theory. Part ll Martina Hayes, Hattie Healy, Eric Kirk, Carina Manchisi, Noreen Wembly MGT/420 April 15, 2013 Linda Chavis, Instructor BJB Manufacturing Quality Management Theory. Part ll Quality theories of the early twentieth century are the framework of modern quality management systems (QMS). Contained in the following paragraphs include the quality theory of Joseph Juran as the chosen quality system of ideas for BJB Manufacturing and the reasons this theory fits best for a successful QMS.
In addition, this paper investigates how Juran’s theories, customer and, process-driven theories apply to manufacturing and service industries.
Quality Theory A quality theory called Juran trilogy added to BJB Manufacturing Company will improve the production process tremendously. The three managerial processes; planning, quality control and, quality improvement, will regulate the BJB’s team making it possible for them to become the premier producer of high–end CD changers. With quality planning an examination of the operating conditions will take place to determine every aspect of the original set-up that BJB needs to change.
This includes: Identifying and determining the needs of customers, both internal and external, indentifying and specifying the necessary products along with cost awareness and, showing how the new process will achieve the objective. Quality control involves making sure that the changes made during quality planning performs and operates effectively according to plan. Quality improvement is the action that continues to take the process to the next level. It ensures that the set-up will never become outdated or obsolete.
The BJB industry by applying this theory will enable the company to carry out the desire to penetrate a new market segment and continue to advance. Process-driven Process The process-driven quality approach focus on making improvements in the quality of the process applied to develop a product or service. Juran’s Trilogy of quality control, quality management, and quality planning is in synchrony with BJB structure (Clement, n. d. ). BJB decision of focus on the process-driven approach means that would be necessary to conduct a research and gather data to develop their product.
Additionally, BJB must narrow down the individuals involved in the process. Communication among the staff members involved is fundamental to have a correct understanding of what the needs are. Therefore, designing and developing a new training process is necessary to have a workforce with higher skill level and more knowledgeable regarding the audio industry. BJB’s decision of utilizing the process-driven approach would bring the opportunity of ensuring the workforce communicate in an appropriate way and are open to develop their skills.
While developing new products, employees can feel overwhelmed as consequence of a zero defect policy. Therefore, employees’ contributions must be recognized and promoted. These two aspects will be fundamental to ensure employees are can meet the goals and expectations that have been established. As Juran states “the formula for achieving result is to: establish specific goals to be achieved, establish a plan for reaching the goals, assign clear responsibility for meeting the goals, base the results on award achieved” (Clement, n. . ). Customer-driven quality “Customer-driven quality represents a proactive approach to satisfying customer needs that is based on gathering data about our customers to learn their needs and preferences and then providing products and services that satisfy the customer” (Foster, 2007, p. 121). Juran’s theory teaches that quality is money. Efficiently implementing a quality process and maintaining control helps ensure the customer receive a quality product.
Monitoring and studying the quality process allows problems to be identified necessary improvements that will aid in manufacturing a quality product. When this same process is applied to the service sector it improves the customer experience. Quality is only money when the customer is buying the product or service and the production of the product or service is efficient. By making improvements in the quality process, there are possible reductions in waste material during manufacturing and a reduction in staffing in the service sector. Efficiency saves money and Juran’s heory is an advocate for this process. When money is saved on the back end then the customers benefit through a reduction in price. Conclusion The analysis above evaluated the Juran quality management method. It also evaluated how this theory fits well for BJB Manufacturing toward a successful implementation of a quality management system. In addition, the analysis evaluated how Juran’s theory as well as process-driven, and customer-driven quality requirements apply to manufacturing and the service industries. References Clements, N. (). Prism consultancy.
Retrieved from http://www. prismconsultancy. com/ComparingDemingandJuran. pdf Foster, S. T. (2007). Managing quality: Integrating the supply chain (3rd ed). Retrieved from The University of Phoenix ebook Collection database Management Theory of Joseph Juran – Business Guides & Articles. Retrieved from: www. business. com > Guides * Processed on: 14-Apr-2013 3:44 PM CDT * ID: 320662102 * Word Count: 663 * Submitted: 1 BJB By Hattie Healy Similarity Index 0% Similarity by Source Internet Sources: 0% Publications: 0% Student Papers: N/A
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Bjb Management Strategy. (2016, Oct 01). Retrieved from https://graduateway.com/bjb-management-strategy/