Question

Discuss how KARLEE’s practices reflect on the philosophies of Deming and Juran individually (100-200 words)

QUALITY in PRACTICE Bringing Quality Principles to Life at KARLEE43 KARLEE is a contract manufacturer of precision sheet customer's requirements and producing accord- metal and machined components for telecommunica ing to those requirements. Teams are empowered tions, semiconductor, and medical equipment indus to change targets recommended during strategic tries, located in Garland, Texas. KARLEE provides a planning if they believe it will help them achieve vertically integrated range of services that support cus higher performance, as well as to schedule work, tomers from initial component design to a finished, manage inventory, and design the layout of their assembled product. Their services include: work areas. • Advanced design engineering support Process Approach. Processes such as prototype • Prototype production development, scheduling, production setup, fab- Manufacture and assembly of precision machined rication, assembly, and delivery require process and sheet metal fabricated products owners to be responsible for maintaining the pro- • Product finishing (painting, silk screening, plating) cess to customer requirements. A Quality Assur- • Value-added assembly integration (cabling, ance team member works with manufacturing power supply and back plane installation, and teams to create process documentation. electrical testing) System Approach to Management. KARLEE'S strategic planning approach indudes a strategic Throughout its business, KARLEE exemplifies the prin- assessment of the entire company, and aligns cor- ciples of total quality in its business practices. Some of porate objectives and goals with its key business these are described below. drivers. KARLEE uses information and data to set Customer Focus. KARLEE made a strategic deci goals, align organizational directions and manage sion to carefully select customers that support its resource at the operating process, and organiza- values-particularly a systematic approach to tional levels. business and performance management, desire Continual Improvement. Teams use a structured for long-term partnerships, and global leadership. approach to evaluate and improve their pro- Management and Team Leaders work with each cesses, documenting them and presenting a sta- customer to establish current requirements and tus report of improvements to senior leaders and future needs, and each customer is assigned a the KARLEE Steering Committee. Teams bench- three-person Customer Service team that is on mark competitors, "best practice" companies, call 24 hours a day for day-to-day production and customers to learn from others. issues. Factual Approach to Decision Making. Teams Leadership. Senior Executive Leaders (SEL) and analyze defect data, customer-reported problems, the KARLEE Leadership Committee (KLC) set the and control charts generated during production strategic direction of the company, and commu to identify problems and opportunities for nicate and reinforce values and expectations improvement. Every business goal and project through performance reviews, participation in has defined methods for measurement, and improvement or strategic projects, regular inter senior leaders meet weekly to review company actions with customers and team members, and performance and ensure alignment with direc- recognition of team member achievements. tions and plans. Involvement of People. Production and delivery Mutually Beneficial Supplier Relationships. KAR- processes are designed around cell manufactur LEE selects and develops suppliers that share ing. Teams are responsible for knowing their their commitment to customer satisfaction to

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Karlee appears to possess attention on their definition of quality from the user perspective. This is often proven by their practices of rigorously choosing customers that support its values—particularly a scientific approach to business and performance management, need for long-run partnerships, and world leadership. Management and Team Leaders work with every client to ascertain current necessities and future wants, and every client is assigned a three-person client Service team that's on decision twenty-four hours on a daily basis for regular production problems.

The 3 basic principles of quality management: client focus, specialize in quality folks at each level, and continuous improvement supported sound infrastructure, are clearly vital at Karlee. The company’s quality focus starts with Leadership, as well as the Senior government Leaders (SELs) and therefore the KARLEE Leadership Committee (KLC) WHO set the strategic direction of the corporate and communicate and reinforce values and expectations through performance reviews, participation in improvement or strategic comes regular interactions with customers and team members, and recognition of team member achievements.

Their quality approach depends on readying targeted on the Involvement of individuals, wherever groups are answerable for knowing their customer’s necessities and manufacturing per those necessities. They use a method Approach. wherever processes like model development, scheduling, production setup, fabrication, assembly, and delivery need method house owners to be answerable for maintaining the method to client necessities. All of this is often a district of their System Approach to Management, wherever strategic coming up with includes a strategic assessment of the whole company and aligns company objectives and goals with its key business drivers. This alignment of objectives, goals and drivers ends up in the requirement for Continual Improvement, a Factual Approach to higher cognitive process, and therefore the development of interdependent provider Relationships.

· Deming’s philosophy, supported up merchandise and services by reducing uncertainty and variation in style, producing, and repair processes, driven by the leadership of high management. Karlee exemplifies these qualities through their leadership system, method style and improvement, systematic management, and worker involvement, and commitment.

· Juran's "Quality triad," consists of 3 parts: Quality planning-the method for making ready to fulfill quality goals; quality control--the method for meeting quality goals throughout operations; and quality improvement--the method for breaking through to new levels of performance. Karlee is often seen applying the triad through their System Approach to Management, Factual Approach to higher cognitive process, and their approach to Continual Improvement

· The ideas of Prince Philip Crosby’s approach to quality were summarized in his Absolutes of Quality Management – conformity to requirements; no such issue as a top-quality problem; doing the duty right the primary time; the value of quality measurement; and 0 defects because of the sole performance normal – and Basic components of Improvement – determination, education, and implementation. He places additional stress on behavioral amendment instead of on the utilization of applied math techniques as advocated by Deming and Juran. Once again, Karlee is often seen as adhering to those absolutes through the utilization of groups at each level and each interface with customers.