Published by:
Harvard Business Publishing
Length: 10 pages
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Abstract
Management has the power and the responsibility to achieve a high- quality product by improving the manufacturing process. Managers can distinguish between normal and abnormal variation statistically by constructing a control chart that shows the process average and the upper and lower control limits. Top management should stop expecting inspection to solve the quality problem; stop awarding business to the lowest bidder; eliminate targets, numerical goals, slogans, and posters that urge people who lack the power to make changes to increase productivity; eliminate work quotas; and institute training programs in statistics for managers and supervisors.
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Abstract
Management has the power and the responsibility to achieve a high- quality product by improving the manufacturing process. Managers can distinguish between normal and abnormal variation statistically by constructing a control chart that shows the process average and the upper and lower control limits. Top management should stop expecting inspection to solve the quality problem; stop awarding business to the lowest bidder; eliminate targets, numerical goals, slogans, and posters that urge people who lack the power to make changes to increase productivity; eliminate work quotas; and institute training programs in statistics for managers and supervisors.