Delta Quality Control Chart

Definition of Quality 
 On the basis of effective analysis of case on Delta Plastics Inc., subsequent definitions of quality are as followed which are adhered by the four main players of Delta Plastics Inc.:  
 According to Isbelle Harrison, director of R&D, quality is defined as modification and improvement in the characteristics of new material. At the other hand, Jose De Costa, director of manufacturing defined the quality in other perspective (Case: Delta Plastics Inc. n.d., p. 180). According to Jose De Costa, quality is defined as no unexpected defects should occur during production. 
  In contrast, quality was defined by George Chadwick, director of marketing as to protect the organizational product and its design from competitors and imitators. In favor of George Chadwick, CEO of Delta, Jonathan Fine defined quality on the basis of product safety in the market (Case: Delta Plastics Inc. n.d., p. 180). He argued about the quality that if product is safe in market then small problems of production can be handled.    
Rationale 
According to my opinion, the rationale for each main players of Delta Plastics Inc. is as follow:  
 As R&D director, Isabelle Harrison is responsible person for improving or modifying the characteristics of new material and he is liable for any issue regarding the characteristics of new material (Reid & Sanders, 2010). So, he favors for more product testing to improve quality of new material. Similarly, as manufacturing director, Jose De Costa is responsible to produce zero or minimum defects products (Ronen & Pass, 2007). So, he is right in his view about quality dimension to minimize product defects.

In the similar way, marketing director is responsible to generate organizational revenue with customer satisfaction. For this purpose, to protect the organizational products from competitors or imitators is necessary. So, marketing director George Chadwick focuses to satisfy the customers and organization growth through unique products and countering from competitors (Wadsworth, Stephens & Godfrey, 2008). The view of CEO, Jonathan Fine is right that organizational growth is also necessary and product can be improved through practical experience. As my rationale for each employee, all employees are right at their positions.      

Defect Analysis in Quality Dimension 
By using checklist as quality control tool, defects in the quality dimensions among the super plastics and standard material are analyzed. On the basis of case study, particular defect list of standard material and super plastics (new material) are as follow:   

 

In checklist, common defects and number of observed occurrences are listed. With the help of list, quality dimension is identified. Similarly, according to above checklist, standard material is more qualitative in comparison to super plastics (Ronen & Pass, 2007). Small R&D efforts are needed in standard material for improving quality dimension in comparison to Super plastics.

Super Plastics has more defects such as uneven edges, cracks and air bubbles as compared to standard material. Due to this reason, director of R&D should devote her time ore in research testing for quality improvement of super plastics (Wadsworth, Stephens & Godfrey, 2008). According to checklist, defects data about thickness variation and scratches represents that standard material should utilize R&D to improve material quality.

Recommendation 
Based on the findings, it is identified that Delta plastics Inc. can minimize or reduce defects by using effective quality control strategy. On the basis of findings, Delta Plastics Inc can improve its operations and processes by using two quality control strategies such as checklist and cause-and-effect diagram (Reid & Sanders, 2010). Checklist will assist to identify and collect the information about the facts and reasons of defects. By getting information about defects, it can be reduced or eliminated in an effective manner (Ronen & Pass, 2007).

By using checklist, operations or rate of defects can be judged. The list of particular defects will assist to provide clear picture about operations and process (Reid & Sanders, 2010). It will assist to identify and implement effective quality control tools and techniques that will improve operational efficiency (Case: Delta Plastics Inc. n.d., p. 163).

As quality control tool, cause-and-effect (fishbone) diagram can be used. With the help of this diagram, quality problem can be resolved due to its nature to identify potential causes of particular quality problem (Case: Delta Plastics Inc. n.d., p. 162). By using this tool, proactive causes can be explored with the help of brainstorming (Reid & Sanders, 2010). It will assist to identify causes of using old equipments, poor supervision, fatigue and poor quality. Thus, quality of material can be improved by Delta Plastics Inc by using cause-and-effect diagram as a tool of quality control.

With the help of cause-and-effect (fishbone) diagram, backbone of quality can improve through the support of each and every process and operation (Oakland, 2003). The subsequent cause-and-effect diagram represents clear picture that will assist to resolve quality problem of Delta Plastics Inc.  

         (Source: Case: Delta Plastics Inc. n.d., p. 164)

Benefits from TQM Program

An organization can get competitive advantage with the help of effective total quality management (TQM) programs. In current market trend, most of customers prefer to purchase zero or minimum quality defect products. For quality assurance to customers, TQM program plays an important role (Wadsworth, Stephens & Godfrey, 2008). It leads to provide better customer care and assists to greater customer satisfaction. The increase in satisfied customer base leads to gain competitive advantage in the marketplace.

At the other hand, the organization can sustain the advantage of TQM for organizational growth. It assists to motivate employees due to increase in their productivity and operational efficiency (Wadsworth, Stephens & Godfrey, 2008). TQM program leads to inspire employees due to improvement in learning and skills through training sessions (Webber & Wallace, 2006). At the same time, it also assists to reduce product or material defects that will assist to save organizational cost.

TQM program can be beneficial to an organization for long term organizational sustainability due to continuous improvement in organizational operations and processes (Oakland, 2003).    

References

Beckford, J. (2009). Quality: A Critical Introduction (3^rd e.d.). UK: Taylor & Francis.

Case: Delta Plastics Inc. (n.d.). Chapter 5; Total Quality Management. pp. 162-180.

Oakland, J. S. (2003). Total quality management: text with cases (3^rd e.d.). Great Britain: Butterworth-Heinemann.

Reid, R.D, & Sanders, N. R. (2010). Operations management: An integrated approach (4^th e.d.). Hoboken, NJ: John Wiley & Sons.

Ronen, B & Pass, S. (2007). Focused operations management: achieving more with existing resources. USA: John Wiley and Sons.

Wadsworth, H. M., Stephens, K. S & Godfrey, A. B. (2008). Modern Methods for Quality Control and Improvement (2^nd e.d.). USA: John Wiley and Sons. 

Webber, L & Wallace, M. (2006). Quality Control for Dummies. USA: For Dummies.

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