...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 processes...
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...Hank Kolb Case Operations Management Spring 2016 March 17, 2016 The Case “Hank Kolb, Director of Quality Assurance” is about a production line of an industrial product plant called “Greasex”. After becoming the director, quality assurance, Kolb finds out that the company lacks the commitment to achieve an excellent quality product. Every department had a different method to define quality in where they focus from the design of the materials to the product itself. Like a chain effect, each department has symptoms that affect the quality of the product that is being provided to their clients. One issue they have is not having a person who is control of product qualities. The management lacks policies and visible support for quality standards. There’s no one to manage that so of course employees wouldn’t think that quality control is an important factor. There is also no proper training for equipment’s to employees too. In the plant maintenance department there is an inadequate supply of spare parts and filling machine purchased for another product and adapted to. In the purchasing department, the plastic nozzle head for the Greasex can designed by a vendor are not made correctly to fit the product. The product design and packaging was designed without consideration of production process. An issue in the manufacturing production is employees thinking that beating production quota more important than the products. All these departments do have issues that affect one another...
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...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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...Buy A Quality System for Hank Kolb essay paper online A quality system is necessary for any company to survive in the market; the company has to ensure that it has means and resources of getting a desirable end product. in all the companies these is usually a flow process from one level to the other, the failure of one of these processes result in bad end product. The function of managers especially in factories is to assure the consumers of quality control and assurances. When the manager fails to do this the factory is expected to have a short market span, several procedures have been designed to address or assist the managers in ensuring that quality of the products is maintained at an acceptable standard. In this case Hank Kolb should realise the problems facing the company cannot be solved overnight and he must design a long term project to oversee the overturn of production misfortune. First he must come up with definition of the key problems Defining the situation This time Hank should clearly understand the problems facing the company of which its end result has led to production of low standard products. During this period he should he should take into account what the customer expects from and pinpoint the cause of their underperformance. When these have been accomplished he must set achievable goals for the future of the company, the goals should be within a timeline and budgetary capability of the company. Once he has everything in place then allocation of...
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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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...Course Problem Solving Case (Hank Kolb, p. 160 – 161) Following are the instructions you are to use in analyzing the Hank Kolb case. During Class 5, you and your class members analyzed the direct causes of the quality problems on the Greasex line. You used the fishbone diagram to display your analysis. In the next paragraph you are now asked to analyze this case from a larger perspective. You are Hank Kolb and you realize that the quality problems with the Greasex line is a symptom of a larger quality management issue for the organization. You have formed a problem solving team within the organization to analyze this larger problem and make recommendations on how to improve the quality management system with in the organization. Describe how your team will analyze this problem and make recommendations for improvement. 1. Write a problem statement that identifies the improvement objectives. 2. Describe the data and information collection tools that you will use to analyze this problem. Be specific. For the data you would collect, design the data form(s). You may also identify data that may be within the organization data bases that you would analyze. 3. You will also be given some data to supplement this case (since you cannot actually collect the data) to analyze. You are to show how you would use one or more analysis methods to analyze this data. 4. Establish design criteria that you will use to evaluate alternatives that your team may develop...
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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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...Methodology vi. Six-Sigma Defined g. Analytical tools for Six-Sigma & Continuous Improvement vii. DPMO Defined viii. DMAIC Defined h. Six-Sigma Roles & Responsibilities ix. PDCA Cycle Defined x. Continuous Improvement Defined xi. Kaizen Defined xii. Lean Six-Sigma Defined xiii. Black Belts, Master Black Belts & Green Belts Defined IV. The Shingo System: Fail-Safe Design i. Fail-Safe Procedures Defined j. Poka-Yoke Defined V. ISO 9000 & ISO 14000 k. ISO 9000 Defined VI. External Benchmarking for Quality Improvement l. External Benchmarking Defined VII. Summary VIII. Case: Hank Kolb, Director of Quality Assurance IX. Case: Appreciative Inquiry- A Different kind of Fishbone Six-Sigma Quality 1. Total Quality Management a. Total Quality management Defined b. Malcolm Baldrige National Quality Award Defined 2. Quality Specification & Quality Costs c. Developing Quality Specifications i. Design Quality Defined d. Cost of Quality ii. Conformance Quality Defined e. Functions of The QC Department iii. Quality At The Source Defined iv. Dimensions of Quality...
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...day-to-day jobs. This is also in contrast to a prevailing notion that quality efforts and business decisions can be separate and unique. For example, a change in direction should be accompanied with a change in focus on quality efforts. Implementing a quality program in any organization does not mean the result will be lower productivity and higher costs. This belief stems from the mistaken notion that management will try to inspect in quality rather than improve systems or processes (Delener, 1999). In setting up a CI program for the company to maintain product quality Hank should explain the need for quality products to all those involved in manufacturing and production. He needs to explain the importance of quality. Hank should ask for better equipment that would only for the production of Greasex cans. Hank should make sure that there would be schedules for preventative maintenance of the equipment. Hank should make sure that all who did not do their responsibility will be punished. He should make sure that the employees would understand the importance of doing their responsibility and make...
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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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...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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...Case Report Hank Kolb, Director of Quality Assurance Group 17 Navid Razavi Frederike Schmidt Introduction The Case “Hank Kolb, Director of Quality Assurance” is about a production line of an industrial product plant, called “Greasex”. The text deals with several manufacturing problems, within the production of spraying cans for the high-technology sector, of “Greasex”, which arise from the contradiction of interests between the quality and manufacturing department, due to time pressure in the production. First of all, the spray cans of “Greasex” have a quality issue. Due to the high pressure in the cans, there is an accidental risk for customers which could lead to a fatal image loss of the company. There are several causes mentioned by the director of quality assurance. The untrained operator for the filling equipment and the time pressure of the manufacturing personnel leads to mistakes and inaccuracies during the production. Furthermore, there is no regular maintenance of the filling equipment, which is also very old and not designed for the production line “Greasex”. This leads to high non-standard downtimes of the production process and causes the time pressure of the manufacturing personnel. Because of the time pressure coming from the production-planning department, there is an inadequate supply of nozzle heads, an important part of the cans. Due to the unbalanced amount of this parts, the company is giving rush orders to the suppliers, which ends in a lack...
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