Quality should ensure that his hoses are to

  Quality and Customer Relationship Management Compiled by: Jabulisa Mazibuko Student number: 18 11 76 Course code: BBA 3 – QCRM Total pages: 12-15 pages        Introduction      Table of Contents References. 4   Figure 1: A process for handling conflict at DormontManufacturing CO. 6 Table 1: The implementation of Deming’s fourteenprinciples at Dormont Manufacturing Co. 4Table 2: The ISO 9000quailty managememt principles and their benefits for Dormont Manufacturing Co. 5Table 3: The principles ofcustomer relationship management and the application of these principles atDormont Manufacturing Co. 6 Question 1 1.1 Table 1: The implementation of Deming’s fourteen principles atDormont Manufacturing Co.

  Deming’s fourteen principles Implementation at Dormont Manufacturing Co. Continual improvement of product and service   Evan should ensure that his hoses are to use on gas appliances and are checked and maintained regularly. Adopt the new philosophy for economic stability The British Standards Institute and committee, spell out details of each country’s acceptable gas hose design – such as the colour of plastic coating or how the pieces should be attached to the rest of the hose. Evans hoses should meet the requirement of these standards so that his hoses are approved, enabling him to sell them throughout the region. Stop dependence on inspection to achieve quality The gas hoses should operate safely on gas appliances and the specifications should conform to acceptable gas hose design at the planning or designing stage of the quality control of the processes.

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End the practice of awarding business on the basis of price alone and minimise total costs by working with a single supplier The business should align its goals and objectives with continuous quality improvement, customer needs and customer satisfaction. Improve constantly and forever every process for planning, production and service   Dormont Manufacturing Co. should never be satisfied with only meeting the current standards or specifications, the business team should improve quality and productivity constantly and institute a programme of total quality control for products, processes and services.

Institute training on the job Middle managers should implement steps to certify that employees receive the training necessary to understand their job. Institute modern methods of supervision and leadership Training and teamwork are necessary to guide transformational leadership in an organisation. Supervisors should improving communication in the workplace, and provide coaching for teamwork activities for employees. Eliminate fear Fear of management can be reduced if managers practice effective communication and employee empowerment so that all employees share information, rewards and power to make decisions and initiatives. Break down barriers between departments and individuals A barrier-free atmosphere can be used to reduce employee stress levels and improve communication practices.

Eliminate slogans, exhortations and targets for the workforce Managers should create a supportive environment where employees overcome challenges with a supportive attitude and not in a competitive effort to get ahead of other employees or even their own mangers.  Practices include brainstorming, suggestion boxes, and walking and talking. Eliminate numerical quotas for the workforce and numerical goals for management   Institutions should focus on quality not quantity. A method of improving quality in an organisation is to implement teamwork and reduce the goals/objectives where employees are forced to work by themselves and stir completion for numbers. Teamwork can have numerous benefits such as, sharing information, and cultivating team unity to confront problems resourcefulness and co-cooperativeness. Remove barriers that prevent people from workmanship and eliminate the annual rating and merit system Merit systems reward results but not process improvement.

The best way to develop co-operation is by concentrating on the nature of work environment, rather than on monetary rewards. institute a vigorous programme of education and self-improvement for everyone Managers should encourage employees to take part in teamwork activities, engage in continual self-improvement activities and continually enhancing job skills through education and training. Put everybody in the organisation to work to accomplish the transformation   Transformation can be achieved if there are goals that the employees and managers work towards such as alignment, shared leadership, trust or respect and confrontation of problems as a team.  Question 2   2.

1       Table 2: The ISO 9000 quailtymanagememt principles and their benefits for Dormont Manufacturing Co. Principle First key benefit Second key benefit Customer focus Increased customer satisfaction through researching and understanding customer needs and expectations. Measuring customer satisfaction and acting on the results to improve customer loyalty leading to repeat business.

Leadership Establishing trust and eliminating fear of management by reducing miscommunication between levels of an organisation. Inspiring, encouraging and recognising people’s contributions so that they will be motivated towards the organisation’s goals and objectives. Involvement of people People will use their knowledge, skills and creativity to find innovative ways to solve problems. People accept ownership of problems, therefore they are able to identify constraints to their performance and evaluate their performance against their personal goals and objectives. Process approach Effective use of resources.

Analysing and measuring of the capability of key activities. System approach to management Understanding the interdependencies between processes of the system and focus efforts on key processes. Integration and alignment of processes that will best achieve the organisation’s objectives in an efficient and effective way. Continual improvement Continual improvement of the organisation’s performance.

Continual improvement of products, processes and systems.            2.2       Table3: Theprinciples of customer relationship management and the application of theseprinciples at Dormont Manufacturing Co.  Principles Application of these principles at Dormont Manufacturing Co.

Top management must be involved from day one Top management must be involved in every stage of CRM. Dormont Manufacturing Co’s vision and motivation should be to make the best hoses that hook up deep-fat fryers and the like to gas outlets in Europe. Restructure employee Compensation Dormont Manufacturing Co should adjust their compensation structure if a change in organisational priorities occurs, such as a shift to a more customer-centric focus, Manage cultural change and people issues Management should listen to employees and take note of their comments and issues.

Concentrate on the customer life-cycle value Maintain positive customer relationships. Push the project if you are serious. And keep pushing.

Clear unpredictable obstacles and encourage employees to focus on the solution and move forward. Provide training and support. Prepare for continuous improvement.

All new employees will need training for CRM so that they will realise the importance of CRM in the organisation and understand that CRM is a continuing process.  Figure 1: A process for handling conflict at DormontManufacturing CO.                Conclusion References Regensesys. (2018). Joseph Jurans Theory, Study Guide, Page 70. Sandton: (Bowen, 2012).

         

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