Quality Improvement Implementation

Quality Improvement Implementation In today's business world, competition is high and most organizations search for ways to gain an advantage in their respectable markets. One of the obvious, but unfortunately overlooked, ways to be at the forefront is establishing, maintaining, and constantly improving quality processes within an organization. Riordan Manufacturing has an established quality culture and strives to maintain the quality processes that are currently in place. Through its quality development team, Riordan actively seeks areas or processes that need improved quality standards. In an effort to achieve a higher level of quality, the quality development team at Riordan Manufacturing would like to present to the Executive Management team a Quality Improvement Implementation Process and Plan. Riordan is committed to a quality culture through its current Process for Post Project Reviews. Currently this process provides project history and feedback, however, a decision to enhance this process will ensure Riordan Manufacturing's strategic direction towards a total quality culture. This new quality process, called the "Continuous Project Review" (CPR,) is the best solution to drive a spirit of quality throughout the organization. The quality development team will identify the steps of the quality process improvement and implementation plan, define variations and how identifying and controlling is integral to total quality management, provide quality tools and the monitoring process, and explain why this model/methodology is correct for Riordan Manufacturing.
Riordan Manufacturing Quality Management Process and Implementation for CPR
Step 1. Adopt New Philosophy – Continuous Project Review Process (CPR). This objective is to gain approval for our CPR process. We will identify problems before they happen!
Step 2. Set Goals for Improvement – This objective is to identify needs, define projects, prioritize, obtain authorization and funding,

References: Burrill, C. W., & Ledolter, J. (1999). Achieveing Quality Through Continual Improvement. [University of Phoenix Custom Edition e-text]. New York: John Wiley & Sons, Inc. Retrieved December 16, 2005, from University of Phoenix, Resource, MGT449 – Quality Management and Business Planning Web site: https://ecampus.phoenix.edu/secure/resource/resource.asp. Goal/QPC (n.d.) The Goal/QPC TQM Wheel and the Ten-Element Model. Retrieved January 1, 2006 from http://www.goalqpc.com/tqmwheel.htm# Melnyk, S.A., Swink, M., Value-Driven Operations Management: An Integrated Modular Approach, McGraw-Hill/Irwin, 2005 University of Phoenix. (2005). Virtual Organization. Riordan Manufacturing. Retrieved December 16, 2005, from University of Phoenix, Resource, MGT449 - Total Quality Management and Business Planning Web site: https://ecampus.phoenix.edu/secure/resource/resource.asp.