...Hank Kolb Case Study In the technologey sector, the Grreasex line is speccialized in manufactureing solvents packed in cans for degreassing. The comppany, like most businesses had exaperienced some trouble over the years. The Greasex line ran into problems with new filling equipment. The main problem was the presence of high pressure beyond the required upper specified limit in some second shift cans. These probhlems can be traced back to various rooot causes. These causes include personnel, and machinery techhnicalities. The newly assigned operator who was initially supppose to be at a different department, lacked formal training and was also negligent when he was absent from his position of operation during the process. In additiosn, the line supervisor, after tagging cases as ‘hold’ was negligent by abandoning his statiion to attend other tasks. The machinery used on the other hand also had problems. The machinery was not initially designed to hanndle the process involving lower viscosity of Greasex and therefore lacked a preventive mfaintenance schedule. The appropriate equipment had been poorly and haphazardly adjusted. Materials used in production such as plastic nozzzle can heads were designed on a rush orders by a vendor and, therefore, had slight burgrs on the inside rims causing fitting problems. They had to be forced on by increased pressure application at the filling head. Instead of sending the cans to rework to assurre quality, the manager just sent them...
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...still quite many people who perceive quality management as ‘extra work’ for them. The truth is quite the opposite; quality management is the activity to prevent ‘extra work’ from becoming necessary. Having the perspective that quality management is an extra work, workers and managers can be reluctant in responding to quality management initiatives, which could give the manager of the quality assurance department quite a headache. In this paper, I am observing a case study to identify existing quality problems and determine all the causes that contributes to the quality problems. In the final chapter there will be short recommendations on how to deal with the quality assurance issues. I.2 Corporate Background Figure 1 Process at Hank Kolb Office The above figure represents the process/supply chain along the company where Hank Kolb works for. The company deals with the manufacturing of low-viscosity Greasex since six months ago. II. Situational Analysis In the case study, Hank Kolb found himself within a strain of obvious problems. These problems lead to a single outcome, poor quality assurance. The next needed step to be performed is categorizing those problems into groups. 1. Problems with Suppliers • Low quality supplies, this refers to the low quality plastic nozzle heads for the Greasex can. 2....
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...I. PROBLEM STATEMENT What can Hank Kolb do to setting up a continuous improvement program and improve their quality performance on producing a zero-defected product? II. CASE ANALYSIS • What are the causes of the quality problems on the Greasex line? Display your answer on a fishbone diagram. The primary problem is the lack of commitment to achieve an excellent quality product.. Themanagement lacks policies and visible support for quality standards.Although they have recently hired Hank Kolb to oversee their qualityprogram, which is a good decision, the lack of support from seniormanagement for quality is very apparent. It was evident in launchingthe Greasex line to gain market share without testing the processesinvolved in making the product as well as ensuring safety requirementsare achieved. They saw quality as only a secondary added value.Fishbone Diagram • What general steps should Hank follow in setting up a continuous improvement program for the company? What problems will he have to overcome to make it work? Hank Kolb needs to study meticulously thefundamental problems relating to the process in making Greasex linefrom equipment, input goods, and safety requirements. He shouldadvise the senior management to be involved in developing qualitystandards and seek full support in the implementation of saidstandards to change the attitude across the company. Mr. Kolb canthen start an awareness campaign to empower workers/employeesand...
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...Hank Kolb Case Hank Kolb Case What are the causes of the quality problems on the Greasex line? Display your answer on a fishbone diagram. What general steps should Hank follow in setting up a continuous improvement program for the company? What problems will he have to overcome to make it work? The first action I would suggest Hank Kolb to do is hold an entire company meeting, one meeting per shift, to clarify the current issue amongst all management and workers. I would like for everyone to be on the same page on the matter, so there won’t be any rumors or discrepancies. While having everyone from the company at a meeting area, we will do a PowerPoint presentation in regards to refreshing all employees the company’s policy, morals, motives, specifications, and goals. Highlight the issue of safety factors versus production time constraints. Yes, we do need to meet all deadlines and schedules; however, we will NOT put our customers in danger due to meeting schedules. I would schedule some cross training sessions for all employees from all departments, so everyone will be able to operate any type of machinery the company has in the process. Plus, we can rotate all the employees to prevent any injuries and boredom of their jobs, thus creating knowledgably employees on all equipment. I would sit down with all management and pressure them to preach general industry safety and specifications of the new line of merchandise. I would encourage all management take TQM classes for all...
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...Hank Kolb, Director, Quality Assurance case study examines a manufacturing industrial plant that employs 1,200 people. Hank Kolb was the newly hired director, quality assurance. Kolb was warned by the general manager, Morganthal, about the “lack of a quality attitude” in the plant, and told Kolb that he “should try and do something about this.” Hank Kolb left a very good job to accept this position because he wanted a challenge and thought this company was serious about the importance of quality (Leonard, 1993). Before examining the quality (or lack thereof) within the different layers of the manufacturing plant procedures I feel it would be beneficial to layout each employee and their main roles / steps in the communication and production process. The following is the list of employees discussed within the case study: • Hank Kolb: Director, Quality Assurance • Mark Hamler: Kolb’s immediate subordinate as the quality control manager (Hamler’s evaluation form stated “superb technical knowledge; managerial skills lacking.”) • Mac Evans: Inspector of the line for Greasex • Wayne Simmons: First-line supervisor • Morganthal: General Manager (Morganthal warned Kolb, “lack of a quality attitude” and told him “should try and do something about this.” He also expressed his concern for the plant, “We have to improve our quality, it’s costing us a lot of money, I’m sure of it, but I can’t prove it! Hank, you have my full support in this matter; you’re in charge of these quality...
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...Case study Group C – Hank Kolb, Director of Quality Assurance Questions 1 What are the causes of the quality problems on the Greasex line? Display your answer on a fishbone diagram. Question 2 What general steps should Hank follow in setting up a continuous improvement program for the organization? What problems will he have to overcome to make it work? In order to initiate continuous improvement, Hank needed to understand the problem areas that affect the attitude toward quality in the entire organization as Mr. Morganthal has warn Hank Kolb, “lack of quality attitude in the plant”. With the assurance from Mr. Morganthal, the General Manager, he has plan to form a sterling team which comprise of staffs from each different function as members. This team will take an overview and be the devil’s advocate to point out areas that required changes. It has identify that there is a lack of senior management leadership involvement due to insufficient information from the ground. Functions such as personnel, manufacturing, design, plant maintenance, purchasing and marketing have their own area of responsibility to fulfil but doing it without any quality perspective. Changes in the leadership toward quality is requires to instil quality awareness among the staffs and workers. The program has to bring an understanding that quality does not rest on producing quality products to deliver to the customers and to the market but quality of work that provides quality result is equally...
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...Case Study of the Causes of Problems in the Greasex Line of a Company and the Possible Quality Improvement Steps In the high-technology sector, the Greasex line is specialized in manufacturing solvents packed in cans for degreasing. Nonetheless, the company had experienced some trouble with the new filling equipment. The main problem was the presence of high-pressure beyond the required upper specified limit in some second shift cans. However, these problems as identified from the case study are related to several areas. They include personnel such as the newly assigned operator from a different department. He lacked formal training and was also negligent as he was absent from his position of operation during the process. Moreover, Mac Evans; the line supervisor, after picking and tagging the cases as “hold”, went on his duties and did not supervise their progress. Although vetted by hand by Wayne Simmons, the first-line supervisor, they could still be of low quality and pose safety threats to the customers. In addition, the machinery used was not initially designed to handle the process involving lower viscosity of Greasex, lacked preventive maintenance schedule. The appropriate equipment, which is the special filling head for the process, had been poorly and haphazardly adjusted. Materials used in production such as plastic nozzle can heads were designed on a rush order by a vendor and, therefore, had slight burrs on the inside rims causing fitting problems. They had...
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...Hank Kolb Case: Quality Control Product & Operations Management (346), Section 2, December 1, 2010 Professor: Bud Roychoudhury INDEX: * Introduction………………………………………………………………………………………………….….. Page 2 * Definition of Problem……………………………………………………………………………………….. Page 2 * SWOT analysis…………………………………………………………………………………… Page 2-6 * Root Problem………………………………………………………………………………………… Page 6 * Alternative solutions …………………………………………………………………………………….. Page 6-8 * Solution Suggestion………………………………………………………………………………………….. Page 8 * Conclusion………………………………………………………………………………………………………… Page 9 INTRODUCTION When analyzing this case, it is obvious that this company has some areas they could improve upon. We plan to provide a solution to these various problems through extensive definition of the problem, thorough SWOT analysis, and suggestion of various solutions and alternatives that are best fit to improve the quality inside this business. Each section is filled with our detailed observations, all coming together in the end with one goal in mind: making your business better. PROBLEM DEFINITION SWOT Analysis The SWOT analysis begins by looking inside your business for both the apparent and hidden strengths and weaknesses of your operation. A company’s strengths should be realistic and not modest. The first apparent strength is the experience that Hank Kolb...
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...GENERAL INFORMATION AND MAJOR PROBLEMS The company Hank Kolb works in is a big plant with 1200 people working in it. Greasex, which is a specialized degreasing solvent packed in a spray can, is one of the major products of this company. Hank Kolb was hired as a director of quality assurance. A problem occurred with the new filling equipment in the previous week and some of the cans were pressurized beyond the upper specification limit. If we analyze the main problems in the plant, the fundamental problem is management. There is a lack of cooperation between departments and the management seems to be insufficient to satisfy integration of these departments. There are also some serious problems in the production, design and inspection of the Greasex. Below is the list of these problems in detail: 1. The plant has a poor quality attitude. Quality department isn’t taken seriously by production people. We can understand this from the behavior of the foreman. Wayne Simmons vented the products without even consulting any inspector or employee of the quality department. 2. Operators for the filling equipment are not trained enough to run the equipment. As it is mentioned in the text, operators were transferred from a different department only two weeks ago without any experience. 3. Filling equipment was not designed for the production of Greasex. Therefore the machines are needed to be adjusted and repaired to fit the manufacturing. With respect to this requirement, twelve...
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...Joe Salatino, President of Great Northern American Case Study Mikie Epps Professor Christopher Haseer Assignment 2 BUS 520 6 May 2012 Joe Salatino, President of Great Northern American Case Study Introduction This paper will discuss why Joe’s employees need to understand the importance of how people form perceptions and make attributions. It will also evaluate which learning theory would be most appropriate for Joe to apply in his situation and explain why. A discussion on the way Joe could apply the learning theory that was previous selected to improve employees’ performance will also be included. Upon conclusion a determination will be made on how Joe could leverage an understanding of the value of self-efficacy to ensure he hires the most successful salespeople. Forming perceptions and making attributions According to Dr. Bill Saleeby, perception is a process that creates meaning by interpreting and selecting. Our perceptions of others are based entirely on these concepts; on our own selection of friends and our interpretation of their characteristics. Since first impressions are usually made within the first 10 seconds, these perceptions are important because it allows us to evaluate any possible closed-mindedness or quick judgment. Dr. Bill Saleebey also states that most people base their perceptions of others on character rather than environment and surroundings. Periodical perceptions, which are used regularly by Joe’s employees, are those...
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...[pic] Henry Schwartzman -- Quality Giant (A) Henry Schwartzman -- Quality Giant (A) Enrique Schwartzman (Henry for short) came to the U.S. in the early 1950's from Chile. When he arrived he vowed to make something of his life and provide his young family with all the benefits he had been denied. Today he is a graduate of a prestigious Eastern engineering school, and after thirty years of hard work, he feels he is nearing his dream of success. His success is evidenced by his recent promotion to Manager of Quality Control at Walsh Cosmetics, reporting directly to the Plant Manager. At a party thrown by his former engineering group, his colleagues had jokingly bestowed upon him the title of Quality Giant. (Henry is only 5' 4" tall). As he surveyed his spacious new office, he thought of the many long years he had spent as a mechanical engineer. Somehow he had never envisioned himself becoming a manager of Quality Control. But here he was, waist (waste?) deep in an area where he had received little, formal academic training. Henry was not particularly worried. His training in engineering had been quite rigorous and he felt he could handle whatever technical preparation was needed for the new job. Additionally, before assuming his new duties he had spent several weeks at a quality control (Q.C.) training program run by one of the foremost Q.C. consulting firms in the country---Lopez, Lopez, and Associates (LL&A). The Lopez twins (Lopez J. Lopez and Lopez X. Lopez)...
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...Australian Labor Party Banking Sector Examples Behavioral Changes Examples Brand Development Samples Brand Equity Management Samples Brand Management Samples Budgeting Process Examples Building Construction Case Studies Business Examples Business Insurance Examples Capital Structure Samples Case Study Examples Change Management Programs Samples Change Process Examples Child Abuse Case Samples Civil Service Commission Case Studies Coca Cola Samples Collection Strategy Examples Company Supply Chain Relationship Comparative Analysis Examples Comparing Issues Competition Competitive Advantage Compulsory Education Examples Computer Science Sample Studies Conclusions Conde Nast Traveler Conflict Management Examples Consulting Consumer Confidence Contrasting Issues Corporate Governance Systems Corporate Law Corporate Social Responsibility Costa Coffee Case Studies Critical Study Crown Entity Culture Curriculum Vitae Examples Customer Satisfaction Customers Debt Decision Making Dell UK Different Strategies Dissertation Samples Ecurrency Trading East Asia Economic Forces Economic Plausibility Examples Education Egypt Eliminate Racial Discrimination Employee Employee Performance Employee Well Being Employment Endorsement Strategy Environmental Forces Equity (finance) Euromonitor Example Case Summary Examples Expert Witnesses Experts Examples Extension Strategy External Assessment External Auditing Examples Fair Work Australia Fast Food Restaurant Chain Film Finance Financial Position...
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...Contents Preface Acknowledgments Introduction 1 BRAIN POWER Myth #1 Most People Use Only 10% of Their Brain Power Myth #2 Some People Are Left-Brained, Others Are Right-Brained Myth #3 Extrasensory Perception (ESP) Is a Well-Established Scientific Phenomenon Myth #4 Visual Perceptions Are Accompanied by Tiny Emissions from the Eyes Myth #5 Subliminal Messages Can Persuade People to Purchase Products 2 FROM WOMB TO TOMB Myth #6 Playing Mozart’s Music to Infants Boosts Their Intelligence Myth #7 Adolescence Is Inevitably a Time of Psychological Turmoil Myth #8 Most People Experience a Midlife Crisis in | 8 Their 40s or Early 50s Myth #9 Old Age Is Typically Associated with Increased Dissatisfaction and Senility Myth #10 When Dying, People Pass through a Universal Series of Psychological Stages 3 A REMEMBRANCE OF THINGS PAST Myth #11 Human Memory Works like a Tape Recorder or Video Camera, and Accurate Events We’ve Experienced Myth #12 Hypnosis Is Useful for Retrieving Memories of Forgotten Events Myth #13 Individuals Commonly Repress the Memories of Traumatic Experiences Myth #14 Most People with Amnesia Forget All Details of Their Earlier Lives 4 TEACHING OLD DOGS NEW TRICKS Myth #15 Intelligence (IQ) Tests Are Biased against Certain Groups of People My th #16 If You’re Unsure of Your Answer When Taking a Test, It’s Best to Stick with Your Initial Hunch Myth #17 The Defining Feature of Dyslexia Is Reversing Letters Myth #18 Students Learn Best When Teaching Styles Are Matched to...
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