Deploying Quality Management

Deploying Quality Management

Quality Function Deployment (QFD) is an organized management approach to essential deployment of customer needs or prerequisites. By deciphering specific plans to produce products to meet customer quality needs. QFD helps to center on characteristics of a new or existing product or service for deploying customer requirements. QFD creates a plan for setting deployment targets for product or service. QFD is a key blueprint for Six Sigma viewed as the suggested roadmap. "QFD is also included in ISO 9000:2000 standards focusing on customer satisfaction," (Kalpic, 2005, p. 288). Deming's 14 points introduced the QFD process in many ways.

Measuring Quality Management

Quality is something customers want and businesses must practice. The question is how to define what quality represents to a business. When the organization identifies quality, managers must create processes to improve and monitor the progress of quality improvement plans. To assist managers there are several tools to measure quality, for example, Flowcharts, Balanced Scorecard, Check Sheets, and Pareto Charts.

Applying the Deming's Approach

Deming's groundbreaking quality management hypotheses have increased significantly the progress in the world of quality management. "Deming believed that inspecting and correcting defects after production was ineffective. Deming believed that, since it could cost as much too correct a defective product as it had originally cost to produce it, the quality issue was critical to address before production, rather than afterward," (Deming, 2013, p. 1). Deming Theory applies a production process, and culture that supports excellent work.

Managing Customer Complaints

"Businesses must view negative feedback and complaints as a learning tool," (Mind Tools, 2013, p. 1). For many companies examining negative complaints is hard to do. "Many businesses naturally have negative reactions to complaints, whether they are internal, for example, from managers, coworkers, employees, or external like from customers or suppliers. Some companies become defensive, or view the complaint as unfounded," (Mind Tools, 2013, p. 1).

"In the book, A Complaint Is a Gift, by Janelle Barlow and Claus Moller complaints are a statement about expectations that have not been met," (Barlow & Moller, 2013, p. 1). Therefore, for businesses to succeed feedback and complaints are very important. Complaints provide opportunity for improvement, if the company pays attention to the feedback received. "Processing complaints and feedback effectively is essential for improvement," (Mind Tools, 2013, p. 1). There are many processes for managing customer complaints, for example:

"Closed-Loop Feedback Process

1. Collect data

2. Take action

3. Communicate feedback

4. Refine changes" (Mind Tools, 2013, p. 1)

"To manage customer complaints use feedback processes like closed loop, using effective step to taking action on the feedback. The management must decide on what to measure and how to collect the data, also how to use the data to make successful changes. Management should follow up after complaints to ensure satisfaction with the resolution," (Mind Tools, 2013, p. 1).

Environmental Regulation Compliance

"The leading regulatory burden on the manufacturing is environmental, according to a