Bringing Quality Principles to Life at KARLEE (case study p resented by group 3) KARLEE is a contract manufacturer of precision sheet metal and machined components for telecommunications, semiconductor, and medical equipment industries, located in Garland, Texas. KARLEE provides a vertically integrated range of services that support customers from initial component design to a finished, assembled p roduct. Their services include
Advanced design engineering support Prototype production Manufacturer and assembly of precision machined and sheet metal fabricated products Product finishing (painting, silk screening, plating) Value- added assembly integration (cabling, power supply and backplane installation and electrical testing) Throughout its business, KARLEE exemplifies the principles of total quality in its business practices, some of these are:
Customer focus. KARLEE focus. KARLEE made a strategic decision to carefully select customers that support its value-particularly a systematic approach to business and performance management desire for long term partnerships, and global leadership. Management and Team leaders work with each customer to establish current requirements and future needs, and e ach customer is assigned a three-person customer service team that is on call 24 hours a day to da y production issues. Leadership. Senior Leadership. Senior executive leaders and the KARLEE leadership committee set the strategic direction of the company, and communicate and reinforce value and expectations through performance reviews, participation in improvement or strategic projects, regular regular interactions with customers and team members and recognition of team member achievements. Involvement of People. Production People. Production and delivery processes are designed around cell manufacturing. Teams are responsible for knowing their customer requirements and producing according to those requirements. Teams are empo wered to change targets recommended during strategic planning if they believe it will help them achieve higher performance, as well as to schedule work, manage inventory, and design the layout of their work areas. Process Approach. Process Approach. Process such as prototype development, scheduling, production set up, fabrication, assembly, and delivery require process owners to be responsible for maintaining the process to customer requirements. A quality assurance team member works with manufacturing manufacturing teams to create process documentation. System approach to the management. KARLEE management. KARLEE’S ’S strategic planning approach includes a strategic assessment of the entire company, and aligns corporate objectives and goals with its key business drivers. KARLEE uses information and data to set goals, align organizational directions directions and manage resource at the operation, process, and organizational levels. Continual improvement. Teams improvement. Teams use a structured approach to evaluate and improve their processes, documenting them and presenting a status report of improvements to senior leaders leaders
and the KARLEE steering committee. Teams benchmark competitors, ‘best practice’ companies, and customers to learn from others. Factual Approach to Decision Making . Teams analyze defect data, customer-reported problems, and control charts generated during production to identify problems and opportunities for improvement. Every business goal and project has defined methods for measurement, and senior leaders meet weekly to review company performance and ensure alignment with directions and plans. Mutually Beneficial Supplier Relationship. KARLEE selects and develops suppliers that share their commitment to customer satisfaction to ensure they have the materials and services needed to support their customer. All this has contributed to an increased sales growth, and high levels of customer and employee satisfaction, and quality and operational performance resulting in KARLEE receiving a Baldringe Award in 2000. Keys Issues for Discussion 1. From the information presented here, how would you say that KARLEE defines quality, drawing upon the definitions in Chapter 1? 2. Discuss how KARLEE’s practices reflect the philosopies of Deming, Juran, and Crosby. Answers: 1. Karlee defines quality in the following ways: Customer Focus Leadership Involvement of People Process approach System Approach to Management Continual Improvement Factual Approach Mutually Beneficial Supplier relationship
Total Quality management works on a very simple principle: 1.
The responsibility of delivering quality products and services to customers lies on the shoulders of every single individual who is even remotely associated with the organization. It is not only the management but also employees irrespective of their designation, suppliers, clients, customers who need to come up with improvement ideas to make foolproof systems and processes to deliver quality products which meet and exceed the expectations of end- users.
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Leadership plays a critical role in the sponsorship of TQM within organizations and sets the culture necessary for TQM to flourish. This article will explore some of the important interfaces between effective leadership and successful TQM. The intention is to demonstrate that TQM without the right leadership cannot fully succeed and that the principles of effective leadership can be learned and practiced.
3.
Involving employees, empowering them, and bringing them into decision making process provides the opportunity for continuous process improvement. The untapped ideas, innovations, and creative thoughts of employees can make the difference between success and failure. Competition is so fierce that it would be unwise not use every available tool.
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The process approach is one of the eight quality management principles upon which the entire ISO 9000 series of standards is based. ... Inputs to a process are generally outputs of other processes. Processes in an organization are generally planned and carried out under controlled conditions to add value
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Total Quality Management (TQM) is a popular approach to quality in a business that seeks to improve quality and performance which will meet or exceed customer expectations. This can be achieved by integrating the quality functions and key processes throughout the company. One core component to TQM is the principle of continuous improvement. There are a number of tools available to ensure that continuous improvement is successful, including process mapping, root cause analysis, and the plan to check act (PDCA) cycle.
Factual approach When it comes to decision making, the factual approach plays an important role within quality management. The ability to make effective & appropriate decisions is essential to ensure customer satisfaction, employee management and overall increased operations within the organisation. This ensures that effective decisions are determined by analysis of data rather than by pure intuition. The factual approach should be applied for decisions that necessitate corrective action after a nonconformity as well as preventive actions when a potential nonconformity may arise. Intuitive decisions should be applied in instances where a certain amount of risk is involved, such as a product launch, new service or financial decisions that could result in rewards.
One of the most important aspects of quality management within an organisation is developing and maintaining a mutually beneficial relationship with suppliers. This is one of the 8 principles set out by ISO standards, which aims to present organisations with guidelines to enhance quality within the organisation according to universal quality management standards. ISO defines the principle of mutually beneficial supplier relationships as follows: " An organisation and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value."Primary benefits of Mutually Beneficial Supplier Relationships & Quality Increased capacity to create value for both suppliers and the organisation. Flexibility and faster joint responses to changing market conditions or customer requirements and expectations. Optimised costs and resources across the board
Systems Approach to Management Defined The systems approach to management is based on general system theory – the theory that says that to understand fully the operation of an entity, the entity must be viewed as a system. This requires understanding the interdependence of its parts.
