Posted: February 19th, 2023

300-450 words APA 6 format, in-text citation, Use at least  (3) scholarly references to substantiate your work. Please provide a copy of all references used.

** Attached is a sample week 5 assignment for reference and The original assignment you will be adding to.

Assignment Details:

1. Week 5: Roll-Out
   • Describe the process of rolling out this new company-wide quality initiative. Pay specific attention to the logistics and supply chain management functions. Include the following:
   • 1.   A communication plan:
     • -how are you going to communiccate this to the organization? what communication  method will be used? -who is going to do the communication?
     • 2. develope a training plan:  -how are employees goin to be trained?-When will the training be done? – who will do the training?
     • 3.Stakeholders on board (e.g., the vendor base, trucking companies, warehouse personnel)
     • 4. ConclusionBADM370-2301A – Quality Management

       Quality Training Manual for ABC Company

       John Smith

       February 14, 2023

       Dr Thomas Joseph

       Table of Contents

       I. Introduction 3

       · History of quality management evolution 3

       · Why quality 4

       II. Role of Leadership 4

       · Strategic impact and Leadership Roles 5

       · Metrics performance 7

       III. Quality Strategies and Tools 10

       · Customer expectations 11

       · Designing quality 11

       · Defining metrics 12

       · Mistake proofing 14

       · Kaizen methods 14

       · Six Sigma 15

       IV. Quality Tactics in Supply Chain and Logistics 16

       · Internal Customer 16

       · External “vendor” Customer 17

       V. Roll Out 19

       · Communication Plan 19

       · Training Sequence 21

       · Stakeholders Awareness 22

       Conclusion 22

       References 23

       Introduction

       This training manual for ABC Company has been created to enhance the roll out of “quality management” theories, philosophies, tools and tactics to be used in enhancing the culture of the logistics and supply chain processes within this organization. Quality management has proven successful in companies around the globe, creating results of improved business, specifically: manufacturing and production processes, cost controls and effective service enhancements. This program has the support of the executive management committee. Training will involve all employees beginning at the top, disseminating down to all levels of personnel so that each employee receives the same dedicated knowledge and learning experience to support the company’s business strategies.

       History of Quality Management

       Quality management has been a part of mankind perhaps as far back as twelfth century BC. The Chinese take credit for first developing their version of quality assurance during the Zhou Dynasty in twelfth century BC (Editorial Board, 2016). Egyptians built the pyramids in 2584 BC, specifically the Pyramid of Giza; still standing today. Henry Ford developed the first assembly line of automobiles during the Second Industrial Revolution in the early 1900’s; developing the preliminary fundamentals of quality practices we use today. The true quality management effort began in the 1950’s, shortly after the Japanese began rebuilding from the devastation of WW II. W. Edwards Deming, an engineer from MIT evaluated and developed a formal theory of principles that could be used in changing the way corporations, specifically manufacturing businesses, needed to operate to continue being productive and profitable. He discussed this with many American businessmen; however, they were all too confident in their way of doing business already in place.

       Deming’s principles of management and improvement of quality and productivity theory, along with Juran and other, quality focused individuals, evolved over the years to the principle of “total quality management”. Total quality management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be integrating all quality-related functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM considers all quality measures taken at all levels and involving all company employees (Murray, 2015).

       Why is Quality Needed

       In today’s corporate world of global businesses, all companies must be challenging themselves to do what is best for the company, their stakeholders, their employees, but most important, the customers who will keep them in business. The challenge is to develop and produce products (services) to meet the needs of the end consumer. Products and services that not only meet their needs but, exceed their expectations and deliver at a price that is reasonable. To this extent, it is an exciting challenge for all employees participating in this quality management training. A business culture change towards quality improvement will evolve where the business of logistics and supply chain management will prove successful.

       By implementing a quality improvement initiative, ABC company will experience the following benefits: the company reputation will grow as it continues to produce better quality products and services to its customers, the company will experience revenue growth from more customer sales, the company will develop a greater competitive advantage in its marketplace, and the company will eventually have more satisfied customers based on service and product quality. Employees will be satisfied working for ABC company.

       Role of Leadership

       While working as the Manager of Sales Training for a $300 million-dollar sales and manufacturing organization, I found myself thrown right into the heart of the quality movement. It wasn’t long before I was spending more time in seminars and meetings pertaining to “quality theories” than I was, working on my own training concerns. Quality was now my only concern, and it would be detrimental to the entire organization as Human Resources personnel and training mangers from within all departments of the organization were in the midst of rolling out “quality management” and process improvement training and initiatives.

       Strategic Impact

       The quality movement was presented from the director of Human Resources, a face known to many, but unusual for a new program to be presented by someone lesser known than perhaps the president or even a vice president of the company. From the beginning it was laid out in a very organized format following W. Edwards Deming’s 14 Points of Quality Management. The Total Quality Management (TQM) theories involved not only Deming but discussions of Joseph Juran, Walter Shewhart, Philip Crosby and others in the movement. Our organization created our own version of Quality Productivity Improvement, simply known as QPI. From this point forward QPI in the organization was an understood acronym that many of us were a part of whether we wanted to be or not. Where did this all come from and who was going to continue pushing the movement? It was me, it was our Director of Human Resources, our Trainer in Manufacturing, our training departments from our sister companies, companies very similar to ours in the manufacturing and sales environment. There were many of us, but we were told to do it, it was now the way of doing business the new way of process improvements to be used in every department by every one of us.

       There were leaders from within each department or division of business, but there was no “leader” for the movement itself. From the time the initial training ended it was left to the rest of us to build our own training format, focused on our segment of the business and to press forward the QPI movement for our company. Looking back on it all now, perhaps we had been empowered to conduct our own training principles based on what we had learned and how it would be used to best benefit our personnel in which we had training responsibilities. I wish I knew then what I now know today. I feel as though it would have made a vast difference as to how it all unfolded. I was fortunate to have directors over me that saw the vision of their upper management, the vision that had been handed down to the VPs and directors to make this quality program work.

       I do believe that it would have been far more successful having seen and heard from our president exactly what he believed and how we would all become more successful through his vision. Too often, programs become diluted based on one person telling one person, who then tells two people, who then present it to a group. The program was successful in getting the word out, but it failed over a period of several years because there was no one at the top to provide constancy of purpose towards the quality message.

       For this quality improvement initiative at ABC company, our leaders will function in various roles to ensure that the program of implementation is successful. Some of the roles include role model where the leaders will represent what they intend to see happen in the company relative to quality management. They will be in the trenches doing what it takes to make this company a quality-oriented company. They will also function as cheerleaders which implies that when we are looking for motivation and the fire to keep going, they will be cheering everyone on. Leaders will also be the coaches in the process. They will provide instructions for improvement and be the go-to-person when needed. Another function of their leadership role will include resource provider where they will provide all the necessary resources needed and required for this initiative. More than ever, we will be able to depend on our leaders in this company to lead this initiative to success.

       Metrics of Performance

       Much of what was just stated pertaining to success and failures will build future success. Failures, perhaps, create more success than success itself. Learning from failed process improvements, creates a new way, perhaps something never even attempted. You can’t put a measure on something never done before, but you can begin to build a base level of accomplishments and begin creating a measurement system based upon productivity levels, sales increase and customer service levels. Certainly, anything moving the needle up can be attributed to the quality movement. One of the biggest failures to quality is the cost of training employees on quality principles. Utilizing a scale of measurement to improvements made after quality initiatives have been put in place should outweigh any training costs associated with quality.

       Strategies and Tools

       Quality strategies and tools are useful, proven, methods that have supported businesses quality efforts over the past several decades. Many businesses have modified versions of philosophies; beginning with a basic methodology developed back in the 1970’s–80s “quality era”, known as the end of the first generation of quality and the beginning of the second era. Companies have evolved over the years using various versions from many programs based on how they perceive the effects on their customer. The customer is the main focus of any and all quality programs.

       Strategies and tools have been designed to capture the market. You begin by understanding customer values and delivering products and services to meet and exceed their expectations. The strategies and tools are utilized to deliver a quality experience year after year in order to sustain business, keeping stakeholders happy.

       Customer Expectations

       How do you know what the customer wants? What they need? And, whether or not they are happy with the product or service your business has provided them?

     •  

        

        

        

        

        

        

        

        

        

       BADM370-2301A – Quality Management

       Quality Training Manual for ABC Company

       Carlene Baines

       February 16, 2023

       Dr. Thomas Joseph

        

        

        

        

        

        

        

        

        

       Table of Contents

        

       I. Introduction

       · History of quality management evolution 3

       · Why is quality needed 3

       II. Role of Leadership 4

       · Strategic impact and Leadership Roles 4

       · Metric performance 5

       III. Quality Strategies and Tools 6

       · Customer expectations 6

       · Designing quality 7

       · Defining metrics 7

       · Mistake proofing 8

       · Kaizen methods 8

       · Six Sigma 9

       IV. Quality Tactics in Supply Chain and Logistics 9

       · Tools Use for the Internal Customer 9

       · Tools Used for External Vendor Suppliers 10

       V. References 12

        

        

        

        

        

        

        

        

        

       Introduction

       Quality management is essential to the growth and success of businesses of all sizes and fields. Using a combination of quality assurance and quality control, quality management ensures that a company’s goods or services are of the highest quality and fit their intended use. In addition to ensuring that customers receive the highest quality product or service available, quality management can boost a business’s bottom line by lowering the expenses normally associated with producing a product or service that falls short of customer expectations.

       History of Quality Management

       The requirement that all goods and services be of the highest quality has been a driving force in developing quality management. Total Quality Management (TQM) and Six Sigma are two of the most cutting-edge quality management techniques, which emerged from earlier quality control methods when quality was measured through largely manual processes. TQM, or Total Quality Management, is a method for enhancing quality that looks at the business and its operations as potential targets (Editorial Board. 2016). Quality is a top priority, and all staff members are encouraged to participate in making improvements so that they can better serve customers. To improve the quality of a process, Six Sigma employs a statistical methodology that relies on data and mathematical tools to root out and eliminate any lingering flaws.

       Why is Quality Needed?

       ABC Logistics, a leading provider of logistics and supply chain management services worldwide, is one of several companies implementing a strategic quality management program. ABC Logistics has instituted a thorough quality management program that uses TQM and Six Sigma to guarantee that all of its goods and services are up to par. ABC Logistics has improved customer satisfaction and decreased the expenses associated with defective items thanks to the deployment of these programs. In addition, ABC Logistics has been able to pinpoint and eradicate process inefficiencies thanks to TQM and Six Sigma’s contributions to the company’s overall operational efficiency.

       Role of Leadership

       As I continue to work as an employee in various organizations in the country, I gain more personal experience with quality improvement programs. Our organization is currently focusing on successful quality improvement programs, and every stakeholder is encouraged to work with others to achieve success. The quality improvement program that is currently implemented in our organization focuses on critical aspects such as developing a culture of quality in our practice and identifying and prioritizing possible areas for enhancement in the organization. As an organization, we ensure that the processes and procedures in our practice support and are incorporated into our quality improvement efforts. In our organization, the quality improvement culture might seem diverse for each practice. Still, it involves developing committed quality improvement teams, holding regular meetings, and developing policies about our quality improvement goals and objectives. Strategic impact and Leadership Roles

       Senior managers are considered the providers of direction in the company. Strategic leaders are responsible for formulating the vision, mission, goals, strategies, and objectives the organization aims to achieve. Resource providers must solicit all the resources needed for activities, responsibilities, and actions to achieve the strategy, objectives, and company mission (Jared, 2018). In the process, they must also train their subordinates on strategy and other vital areas that need improvement to boost quality control and management. Senior leaders are also considered role models in creating the code of conduct and behavior they wish the employees to follow. Instead of mentoring everyone individually, their roles as role models involve the creation of a culture within the company that will emphasize quality control and productivity by motivating ethical behaviors and cultures hence eliminating cultures and actions that may lead to compromise on quality (Jared, 2018). Overall, they are responsible for making decisions on critical moves, activities, and functions to improve quality control in the company.

       Metrics Performance

       Firms must identify the key roles of the top management to facilitate training and avoid situations such as hiring a manager with no skills and experience required to perform the roles of the top manager. It is also critical for succession planning and training junior employees for success planning and job delegation, and other needs (Harman, 2018). Identifying these roles is necessary for the company to avoid significant consequences such as compromise on quality, unqualified leaders, and employees needing more motivation to do their work since they lack effective leadership. This is part of the cheerleading duty to ensure the organization has the right motivation and employees are committed to the greater goal. Part of this role extends to getting the right people for the job and rewarding them accordingly.

       Managers can formulate the metrics for measuring and communicating performance by ensuring every activity has KPIs attached to it. The KPIs will be based on the activities, objectives, and ratings, enabling the employee to communicate their performance and focus on every activity (Shen et al., 2019). Therefore, every activity should include well-illustrated and straightforward objectives and critical activities to measure the success and achievement of these roles and duties.

       Quality Strategies and Tools

       Quality management tactics	Definition	Significance	Threats
       Establishing customer Expectations	· This indicates that a business is adept at discerning what people desire and how they feel about its products and services (Gunasekaran et al., 2019). · A collection of intended outcomes from a person’s interactions with a company might be considered their expectations of that company	· Very important in gaining repeat business and satisfying existing clients. · In addition, this statistic is useful for boosting a business’s bottom line. · Considered crucial in forming lasting bonds	· When a business fails to deliver what its consumers anticipate. · A weakening of its competitive edge (Gunasekaran et al., 2019). · It might experience a decline in revenue and a fall in reputation.
       Designing Quality	· A company’s ability to incorporate quality into its products and services reveals the degree to which it draws on human expertise and experience when turning concepts into sellable goods and services. Designing for quality reframes issues as errors rather than defects, places more focus on process stages than end products, and stresses the value of inputs over outcomes.	· Makes a positive first impression, which increases business.   · The essential items from many companies are readily apparent to consumers (Trajkovska et al., 2023).   · Adds to consumers’ confidence in a company’s service or product	· Perhaps leading to a decline in confidence and a corresponding decrease in sales volume   · It can give clients a negative impression of your goods and services, particularly if contrasted with rival companies’ high-quality goods and services.
       Defining Metrics	· These are the steps that management has taken to ensure that consumers will receive the products and services for which they have paid in full (Trajkovska et al., 2023).	· They support and reflect management’s efforts to achieve performance objectives.   · They exhibit the ideals a business upholds.	· They also show the danger poor production brings to a business.   · Inadequate quality control procedures may lead to problems with the quality of services and goods.
       Mistake-proofing	· This phrase describes the prevention of disasters on production lines or assembly lines. The best error checking is often provided by machines that employ automation to eradicate human mistakes (Trajkovska et al., 2023).	· The removal of errors and flaws results in the relief of the strain of repeatedly fixing the same issue, which boosts employee morale. · By identifying and correcting errors before they become an issue, proofreading helps industrial processes become more cost-effective. · To maintain a consistent level of product quality, mistakes must be avoided.	· Security issues might develop in the absence of mistake-prevention procedures.   · Failure to implement error-proofing might cause issues for future business operations.   · Without an SOLUTION Rolling out a new company-wide quality initiative requires a well-planned communication and training plan. Additionally, it’s important to ensure that all stakeholders, including the vendor base, trucking companies, and warehouse personnel, are on board with the initiative. Communication Plan: The communication plan should be comprehensive and should aim to reach all employees across the organization. The communication method can include various channels, such as emails, town hall meetings, bulletin boards, or intranet messages. The message should emphasize the importance of the new quality initiative and its benefits for the organization and its customers. Additionally, the communication should include a clear timeline for the rollout, the roles and responsibilities of all employees, and an open-door policy for any questions or concerns. The communication can be delivered by senior leadership, such as the CEO or COO, to ensure the message is conveyed with credibility and authority. Training Plan: The training plan should be designed to provide employees with the knowledge and skills necessary to implement the new quality initiative effectively. The training can be delivered in various formats, including online modules, classroom sessions, or one-on-one coaching. The training should cover the basics of the quality initiative, such as its goals, objectives, and how it relates to the company’s mission and values. Additionally, the training should cover the practical aspects of implementing the initiative, such as how to use new tools, processes, or quality control systems. The training should be conducted at the appropriate time, ideally before the new quality initiative is rolled out. The training can be delivered by internal subject matter experts, or external consultants, depending on the specific needs of the organization.