Published by:
Harvard Business Publishing
Length: 5 pages
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Abstract
When George Mansfield was hired to run Segal Electric''s quality operation, he was sure the company was serious about regaining its reputation for high-quality products. Now, only a month later, he''s not so sure. While George was away at a seminar, Sharon Morse, the production supervisor, shipped some defective fans. George went to the general manager for support, but was told to work it out on the factory floor. Four business people--William A. Golomski, president of W.A. Golomski & Associates; Ray J. Rogal, director of quality for the Ford Motor Co.; Keith Larson, general manager of the Eastern Operation for Barry Controls; and Michael T. Cowhig, vice president of manufacturing at Gillette''s Personal Care Group--offer observations about what went wrong in quality control at Segal.
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Abstract
When George Mansfield was hired to run Segal Electric''s quality operation, he was sure the company was serious about regaining its reputation for high-quality products. Now, only a month later, he''s not so sure. While George was away at a seminar, Sharon Morse, the production supervisor, shipped some defective fans. George went to the general manager for support, but was told to work it out on the factory floor. Four business people--William A. Golomski, president of W.A. Golomski & Associates; Ray J. Rogal, director of quality for the Ford Motor Co.; Keith Larson, general manager of the Eastern Operation for Barry Controls; and Michael T. Cowhig, vice president of manufacturing at Gillette''s Personal Care Group--offer observations about what went wrong in quality control at Segal.