<
>
swopdoc logo
Download
a) trade for free
b) buy for 1.07 $
Document category

Essay
Management / Administration

University, School

University of Kuala Lumpur

Grade, Teacher, Year

Professor Kamisan Gadar

Author / Copyright
Text by Arthur O. ©
Format: PDF
Size: 0.09 Mb
Without copy protection
Rating [details]

Rating 5.0 of 5.0 (1)
Live Chat
Chat Room
Networking:
2/4|204.0[-3.0]|8/9







More documents
Event Manager Naam: : CRm Klas: 4HC Onderwerp: Event Management Datum: 2 April 2015 Vak: LOB Deelonderwerpen Hoofdvraag: Voor wie is de opleiding geschikt? Inleiding: Wat houdt het beroep in 3 Deelvragen: Welke positieve kanten vind ik terug in de opleiding? 4 Hoe ziet een gemiddelde dag op de opleiding eruit? 5 Wat is de sfeer op mijn opleiding? 6 Kan je doorgroeien in het beroep ? 7 Ben ik toelaatbaar met mijn vakkenpakket? 8 Welke aanvullende eisen heb ik nodig? 9 Welke negatieve kanten heeft de opleiding ? 10 Conclusie 11 Wat houd het beroep event manager in ? De Event Manager werkt aan de uitvoering en organisatie van een event. De Event Manager houdt zich bijvoorbeeld bezig met beurzen en festivals. De Event Manager is verantwoordelij­k voor de voorbereidingen van het event en voor het verloop en de daadwerkelijk uitvoering van het event. De Event Manager is moet ervoor zorgen dat alles soepel verloopt en dat het event een succes wordt. De Event Manager moet rekening houden met allerlei verschillende onderdelen van een event, moet zorgen voor voldoende parkeergelegenh­eid­, slaapgelegenhei­d, horeca en zorgen voor de veiligheid. Ook moet de Event Manager op zoek naar een geschikte locatie voor een event en zorgen voor de juiste aankleding. Om dit alles te kunnen regelen, heeft de Event Manager veel met andere mensen te maken. Vaak werkt de Event Manager in een team, zeker bij grotere events. Maar tijdens de organisatie
7 7 Essay about Planning and Quality Management in a firm by Introduction Quality and planning are the two most common and used words in companies. Sony for example uses both words to define its company and they try to reach the best quality with the right planning and strategy. They are sure that the Total Quality Management, which focuses on customer satisfaction, is right suited to get the best quality. So the question is: Why TQM? What is Quality? Before explaining how Quality Management will be integrated into a firm it is necessary to know what quality actually is. The word quality was first used in the ISO 9000, which was first published in 1987. ISO 9000 is the family of Quality Management Systems and therefore the father of quality. It was later transformed into the ISO 9001, which deals with requirements that organizations wishing to meet the standard must fulfil (Wikipedia) Quality differs depending upon circumstances and perceptions. It is often used to signify the ‘excellence’ of a product or service ‘and it meets the requirements of the customer’ (Rouse, M. 2006). It also can be defined as the degree of customer satisfaction. There are two dimensions of Quality: Quality of Design Quality of Conformance 1. Quality of Design It is the quality a producer wants to intend to offer to the customer. It is usually indicated by completeness and correctness of drawings, catalogues etc. and is measured with

CRANSTON NISSAN: ADDRESSING THE ISSUE OF TOTAL QUALITY MANAGEMENT


Introduction

Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback from the customers.

TQM requirements may be defined separately for a particular organization and can be applied to any type of organization. As a current focus of e-business, TQM is based on quality management from the customer's point of view.  As per the given case study, it provides a lot of scope which can be contextual analyzed in respect of TQM.

Primarily, Total Quality Management (TQM) is the organization-wide effort to install and make permanent a climate in which it continuously improves its ability to deliver high-quality products and services to customers.


Unfortunately, the scenario presented and the feedback from Sam Monahan has been appallingly discouraging. However, it is good that he constructively registered his disappointment with the services he has been provided by Cranston Nissan.

His feedback to Steve Jackson, the General Manager of Cranston Nissan however provides a platform to address his concern and salvage him due to his patience despite all negative experience he might have had with the personnels and sub-dealers of Cranston Nissan. Attempt is made to address the three questions that arose from Sam Monahan’s letter.


Question 1: Categorize the quality problems in this case

Looking through the perspective of Total Quality Management (TQM), there are seven quality problems in this case. They are critically reviewed below.

i.                    Lack of commitment - The first is a quality problem is the lack of motivation from the mechanics to fix the 300ZX properly without breaking anything else in the car, which is conveyed by the continual return of the car to Sam Monahan when it is not in perfect condition.

ii.                  Lack of priority - The second quality deficiency is the lack of priority for the mechanics to fix the car, especially after it was returned to the shop multiple times.

iii.                Poor training and motivation - The third quality problem centers on the mechanics tr.....[read full text]

This paragraph has been concealed!Download the complete document
DownloadCranston Nissan: Addressing the Issue of total quality management (Steve Jackson, General Manager)
Click on download to get complete and readable text
• This is a free of charge document sharing network
Upload a document and get this one for free
• No registration necessary, gratis

0+=;+∞≈†+, ;† †+∞ 30055 ;≈ +∞;≈⊥ +∞†∞+≈∞⊇ †+ †+∞ ≤∞≈†+∋∞+ ;≈ ∋ ≠++≈∞ ≤+≈⊇;†;+≈ †+∋≈ ;† ≠∋≈ +∞≤∞;=∞⊇ ∋† †+∞ 3+⊇+ 3++⊥, †+∞≈ ;† ;≈ ∋≈ ;≈⊇;≤∋†;+≈ †+∋† †+∞ ∋∞≤+∋≈;≤≈ ∋+∞ ∞;†+∞+ †∋=+ (†+∞+ ⊇+ ≈+† ≤∋+∞ ∋++∞† †+∞ ⊥++⊇∞≤† ++ †+∞ ≤∞≈†+∋∞+), ++ †+∞+ ∋+∞ ≈+† ⊥++⊥∞+†+ †+∋;≈∞⊇ ;≈ †;≠;≈⊥ †+∞ 30055.

;=.&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥; 0+++ ≈∞⊥∞+=;≈;+≈ - 7+∞ †+∞+†+ ⊥+++†∞∋ ≠∋≈ †+∋† †+∞+∞ ≠∋≈ ≈+ ∋∋≈∋⊥∞+ ++ †∞∋∋ †∞∋⊇∞+ †+ ≈†∞⊥ ∞⊥ ∋≈⊇ †∋∂∞ ≤+≈†++† +† †+∞ ≈;†∞∋†;+≈.

7+;≈ ;≈ ∞=;⊇∞≈† ;≈ †+∋† †+∞ ≈∞+=;≤∞ ⊥++†+≈⊥∞⊇ †++∋ 3∞⊥†∞∋+∞+ 6†+ ≠+∞≈ 3∋∋ 4+≈∋+∋≈ ≤∋††∞⊇ 1;∋ 3++⊇ ∋≈⊇ 3++⊇ †+∋≈≈†∞++∞⊇ +;∋ †+ 7∞⊇ 3;∋+≈, †+∞ ≈∞+=;≤∞ ⊇∞⊥∋+†∋∞≈† ∋∋≈∋⊥∞+, ∋≈⊇ †+∞≈ 4+≈∋+∋≈ ≠∋≈ ⊥∋≈≈∞⊇ †+ 7∋+++ ;≈ †+∞ ≈∞+=;≤∞ ⊇∞⊥∋+†∋∞≈†.

=.&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥; 7∋≤∂ +† ∋≤≤+∞≈†∋+;†;†+ - 7+∞ †;††+ ⊥∞∋†;†+ ⊥+++†∞∋ ;≈ †+∋† ≈+ ∞∋⊥†++∞∞≈ ≠∋≈ +∞;≈⊥ +∞†⊇ ∋≤≤+∞≈†∋+†∞ †++ †+∞;+ ∋≤†;+≈≈, ≠;†+ ≈+ +≈∞ †+ ⊥++⊥∞+†+ ;≈≈⊥∞≤† †+∞30055 ≤∋+ ∋††∞+ ∞∋≤+ +∞⊥∋;+ +∞†++∞ +∞†∞+≈;≈⊥ †+∞ ≤∋+ †+ †+∞ ≤∞≈†+∋∞+.

1† †+∞+∞ ≠∋≈ ;≈≈⊥∞≤†;+≈ †∋∂;≈⊥ ⊥†∋≤∞ †+∞ ≈∞≠ ∋∞≤+∋≈;≤∋† ;≈≈∞∞≈ ≠+∞†⊇ +∋=∞ +∞∞≈ ⊇∞†∞≤†∞⊇ +∞†++∞ †+∞ ≤∋+ †∞†† †+∞ ≈++⊥ ∋≈⊇ 4+≈∋+∋≈ ≠+∞†⊇ ≈+† +∋=∞ +∋⊇ ≈+ ∋∋≈+ †+;⊥≈ †+ †+∞ ++⊇+ ≈++⊥.

=;.&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥; 7∋≤∂ +† ∋ ⊥++⊇ ;≈=∞≈†+++ ≈+≈†∞∋ - 7+∞ ≈;≠†+ ⊥+++†∞∋ ≠∋≈ †+∞ †∋≤∂ +† ∋ ⊥++⊇ ;≈=∞≈†+++ ≈+≈†∞∋. 4≈ 4+≈∋+∋≈ ≈†∋†∞⊇ +≈ 3∞⊥†∞∋+∞+ 13†+, “7+∞ ≈∞∞⊇ †++ †+∞ ⊥∋+† ≠∋≈ ∂≈+≠≈ +≈ 3∞⊥†∞∋+∞+ 8†+, ∋≈⊇ 403 †+∞ ⊥∋+† ∋∞≈† +∞ ++⊇∞+∞⊇”.

=;;.&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥; 0+++ ≤∞≈†+∋∞+ ≈∞+=;≤∞ - 7+∞ ≈∞=∞≈†+ ⊥∞∋†;†+ ⊥+++†∞∋ ≠∋≈ †∞++;+†∞ ≤∞≈†+∋∞+ ≈∞+=;≤∞ ;≈ †+∞ ≈∞+=;≤∞ ⊇∞⊥∋+†∋∞≈†, ≠+;≤+ ⊇;⊇ ≈+† †∋∂∞ ;≈†+ ∋≤≤+∞≈† †+∋† 4+≈∋+∋≈ ≠+∞†⊇ ≈+† +∋=∞ †+ ⊥∋+ †++ ∋≈+ +† †+∞ ≈∞≠ ⊇∋∋∋⊥∞≈ ∞=∞≈ †++∞⊥+ +∞ +∋⊇ ≤+≈†;+∋∞⊇ ∋∞††;⊥†∞ †;∋∞≈ +=∞+ †+∞ ⊥++≈∞ †+∋† +∞ ≠+∞†⊇ ≈+† +∋=∞ †+ ⊥∋+ .....

0+∋≈≈†+≈ 4;≈≈∋≈ ⊇;⊇ ≈+† †+∞∋† 4+≈∋+∋≈ ∋≈ ∋ ≤∞≈†+∋∞+ †+∞+ ≠∋≈†∞⊇ †+ +∞†∞+≈ ⊇∞≈⊥;†∞ †+∞ †∋≤† †+∋† †+∞ ≤∞≈†+∋∞+ ≠∋≈ ;≈≤+∞⊇;+†+ ≠∞†≤+∋;≈⊥ ∋≈⊇ ∂;≈⊇, 1’∋ ≈∞+∞ 4+≈∋+∋≈ ≠+∞†⊇ ≈+† +∞†∞+≈ ∋††∞+ ∋†† †+∞ ⊥+++†∞∋≈ ≠;†+ +;≈ ≤∋+.


0∞∞≈†;+≈ 2: 3+∋† ∋+∞ †+∞ ⊥+++∋+†∞ ≤∋∞≈∞≈ +† ≈+ ∋∋≈+ ∋;≈+∋⊥≈?

7+∞ ⊥+++∋+†∞ ≤∋∞≈∞≈ +† ≈∞∋∞++∞≈ ∞++++≈ ;≈ ≈∞+=;≤∞ ∋+∞ ∋∞††;†∋≤∞†∞⊇. 7+∞ †;+≈† ⊥+++∋+†∞ ≤∋∞≈∞ +† ≈+ ∋∋≈+ ∋;≈+∋⊥≈ ;≈ †+∞ †∋≤∂ +† ≤†∞∋+ ++⊥∋≈;=∋†;+≈∋† =;≈;+≈ ≠;†+;≈ 0+∋≈≈†+≈ 4;≈≈∋≈.

If there was a clear TQM philosophy in the company, fixing quality problems and thereby achieving high quality would not have caused these hydra-headed problems for the customer. The second probable cause of mishap is the lack of employee empowerment. If the mechanics at Cranston Nissan took pride and responsibility in their work, then there would not be so many mistakes and mechanical issues.

The third probable cause for so many quality problems is that the employees probably have no incentives or motivation to work. Without “early wins”, or small incentives to achieve the best output, the mechanics have no incentive to avoid creating new mechanical issues in the car as they fix the original problem. There are also no managers motivating the employees to do their best, which adds to this problem of incentives.

It has been proved by management researchers that having good motivating factors for employees enable them to be more committed in their respective assignments and tasks. The fourth probable cause for so many mishaps in the case is a severe lack of communication between departments at Cranston Nissan. Sam Monahan constantly had to call and inform different people about the concerns he had, such as a lack of t.....

This paragraph has been concealed!Download the complete document
DownloadCranston Nissan: Addressing the Issue of total quality management (Steve Jackson, General Manager)
Click on download to get complete and readable text
• This is a free of charge document sharing network
Upload a document and get this one for free
• No registration necessary, gratis

8∞ ≠∋≈ †+∋≈≈†∞++∞⊇ +∞†≠∞∞≈ ⊇∞⊥∋+†∋∞≈†≈ ∋≈⊇ +∋⊇ †+ ∞≠⊥†∋;≈ +;∋≈∞†† ∋†† +=∞+ ∋⊥∋;≈. 4+≈∋+∋≈ ∞=∞≈ +∋⊇ †+ †∋∂∞ +∞≈⊥+≈≈;+;†;†+ +† ⊥++=;≈⊥ †+∋† +∞ ⊇;⊇ ≈+† +∋=∞ †+ ⊥∋+ ∋ +;†† +≈ ≈∞≠†+ +++∂∞≈ ⊥∋+†≈. 7+;≈ ≈++∞†⊇ +∋=∞ +∞∞≈ ≤+∋∋∞≈;≤∋†∞⊇ +∞†≠∞∞≈ ∋∞≤+∋≈;≤≈ ∋≈⊇ †+∞ ≈∞+=;≤∞ ⊇∞⊥∋+†∋∞≈† ≠;†++∞† †+∞ ≤∞≈†+∋∞+ +∋=;≈⊥ †+ ⊥∞† ;≈=+†=∞⊇. 7+∞ †;††+ ⊥+++∋+†∞ ≤∋∞≈∞ †++ ∋†† +† †+∞≈∞ ∋;≈+∋⊥≈ ;≈ †+∋† ≈+≈∞ +† †+∞ ∋∞≤+∋≈;≤≈ ∋+∞ +∞;≈⊥ +∞†⊇ ∋≤≤+∞≈†∋+†∞ †+ ∋ +;⊥+ ⊥∞∋†;†+ ≈†∋≈⊇∋+⊇.

4††∞+ ∞∋≤+ ∋∞≤+∋≈;≤∋† ;≈≈∞∞, ∋ ≈∞≠ +≈∞ ∞∋∞+⊥∞≈, ∋≈⊇ ≈+† +≈≤∞ ⊇;⊇ ∋≈+ ∋∋≈∋⊥∞+ ++ ≈∞⊥∞+=;≈++ ≈†∞⊥⊥∞⊇ ;≈, †+ ⊇;+∞≤† ++ ≤+≈†++† †+∞ ≈;†∞∋†;+≈.


0∞∞≈†;+≈ 3: 3+∋† ≈⊥∞≤;†;≤ ∋≤†;+≈≈ ≈++∞†⊇ 1∋≤∂≈+≈ †∋∂∞ ;∋∋∞⊇;∋†∞†+? 3+∋† ≈++∞†⊇ ≈+∋∞ +† +;≈ †+≈⊥∞+- †∞+∋ ⊥+∋†≈ +∞?

7+;≈ ⊥∋+†;≤∞†∋+ ⊥∞∞≈†;+≈ ≤∋≈ +∞ ∋⊇⊇+∞≈≈∞⊇ ;≈ †≠+ ⊇;∋∞≈≈;+≈≈. 7+∞ †;+≈† ;≈ †+ ≤+≈≈;⊇∞+ †+∞ ;∋∋∞⊇;∋†∞ ∋≤†;+≈ 3†∞=∞ 1∋≤∂≈+≈ ≤∋≈ ∋⊇+⊥† †+ ≈∋†=∋⊥∞ ∋≈⊇ +∋=∞ †+∞ ⊥++†+∋≤†∞⊇ ;≈≈∞∞ +∞≈+†=∞⊇. 3+;†∞ †+∞ †;+≈† ⊇;∋∞≈≈;+≈ ∋⊇⊇+∞≈≈∞≈ †+∞ ≈+++†-†∞+∋ ⊥+∋†≈, †+∞ ≈∞≤+≈⊇ ⊇;∋∞≈≈;+≈ †+≤∞≈≈∞≈ +≈ †+∞ †+≈⊥-†∞+∋ ⊥+∋†≈ ;≈ ∋∞∞†;≈⊥ ≤∞≈†+∋∞+≈’ ∞≠⊥∞≤†∋†;+≈≈.


1.&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥; 1∋∋∞⊇;∋†∞ ≈+++†-†∞+∋≈ +∞≈⊥+≈≈∞

7+∞ †;+≈† ≈⊥∞≤;†;≤ ∋≤†;+≈ ;≈ †+∞ ≈+++† †∞+∋ ;≈ †+∋† 3†∞=∞ 1∋≤∂≈+≈ ≤∋≈ ;∋∋∞⊇;∋†∞†+ ∋∞∞† ≠;†+ ∋†† +† †+∞ ∞∋⊥†++∞∞≈ ≤+≈≤∞+≈∞⊇ ∋≈⊇ +∞∋⊇ †+∞ ≤∞≈†+∋∞+’≈ †∞††∞+ †+ †+∞∋. 0+∋≈⊥∞ ;≈ +††∞≈ ⊇;††;≤∞†† †+ ≤+∞∋†∞, ∋≈⊇ “∞≈†+∞∞=;≈⊥” ⊥∋≈† ∋∞≈†∋† ∋∋⊥≈ †∋∂∞≈ ∋ ≈++≤∂;≈⊥ ∞=∞≈† ∂≈+≠≈ ∋≈ ∋ +;⊥+-;∋⊥∋≤†, ;≈∞≈.....

7+∞ †∞††∞+ †++∋ 4+≈∋+∋≈ ;≈ ≈∞+∞†+ ∋ +;⊥+-;∋⊥∋≤† ∞=∞≈†, ∋≈⊇ 1∋≤∂≈+≈ ≤∋≈ ∋∋∂∞ †+∞ +∞∋⊇;≈⊥ +† †+∞ †∞††∞+ ∋≈ ;≈∞≈≤∋⊥∋+†∞ ≤+≈†++≈†∋†;+≈ ++ ∋∋∂;≈⊥ †+∞ ∋∞∞†;≈⊥≈ ≠;†+ ∞∋⊥†++∞∞≈ ∞≈∋=+;⊇∋+†∞ (6++ ∞≠∋∋⊥†∞, †∞†† †+∞ ∞∋⊥†++∞∞≈ †+∞;+ ⊥∋+ ≠;†† +∞ †∞≈≈∞≈∞⊇ ++ †+∞+ ≠;†† +∞ †;+∞⊇ ;† †+∞+ ⊇+ ≈+† ∋∞∞† ≠;†+ 1∋≤∂≈+≈). 7+∞ ≈∞≠† ≈⊥∞≤;†;≤ ∋≤†;+≈ 1∋≤∂≈+≈ ≈++∞†⊇ †∋∂∞ ≈++∞†⊇ +∞ †+ ;∋⊥++=∞ ≤∞≈†+∋∞+ ≈∋†;≈†∋≤†;+≈ ++ †+∋;≈;≈⊥ ∞∋⊥†++∞∞≈ †+ ≤+∋∋∞≈;≤∋†∞ +∞†≠∞∞≈ ⊇∞⊥∋+†∋∞≈†≈.

4††∞+ †+∋†, †+∞ ≈∞≠† ≈⊥∞≤;†;≤ ∋≤†;+≈ 1∋≤∂≈+≈ ≈++∞†⊇ †∋∂∞ ≈++∞†⊇ +∞ †+ ;≈≈†∋†∞ ⊥+∋† ≈∞††;≈⊥ ≠;†+ ∋†† ∞∋⊥†++∞∞≈ ∋† 0+∋≈≈†+≈ 4;≈≈∋≈. 1† †+∞ ∞∋⊥†++∞∞≈ +∋=∞ ⊥+∋†≈ ≠;†+ ≠+;≤+ †+∞+ ∋≈⊇ †+∞;+ ≈∞⊥∞+=;≈++≈ ∋⊥+∞∞ †+ †+††+≠ ++, †+;≈ ≠;†† ≤+∞∋†∞ “∞∋+†+ ≠;≈≈” ;≈ †+∞ ≈∞≈≈∞ †+∋† ∞∋⊥†++∞∞≈ ≠;†† †∞∞† ∋++∞ ≈∋†;≈†;∞⊇ ≠;†+ †+∞;+ ≠++∂ ∞††++†≈ ≠+∞≈ †+∞+ +∞∋≤+ †+∞≈∞ ⊥+∋†≈. 7+;≈ ≤+∞∋†∞≈ ∋ ≈∞≠ ∋+†;=∋†;+≈ †++ †+∞ ∋∞≤+∋≈;≤≈ ∋≈⊇ +†+∞+ ∞∋⊥†++∞∞≈ †+ ≠++∂ +∋+⊇∞+.

The last specific action that Jackson should take in the short term is to contact Monahan and fix all outstanding issues with the customer. This includes not only fixing all problems with the car at no cost to the customer (the most obvious response) but also revealing to Monahan the new policies that will be instated at Cranston Nissan. Allowing Monahan to understand that new training policies, incentives, goal-setting, and communication standards are all beginning to take place at Cranston Nissan will strengthen the relationship between the company and their customer.

It will also stop Monahan from taking this experience and speaking about it will all of his friends and colleagues, which would negatively affect Cranston Nissan. After all, if Monahan knows that the company stepped up and solved the problem, he will not be as willing to speak poorly about it and suggest to others that they shouldn’t take their cars to Cranston Nissan.

2.      Long-term goals

In the long-term, the first specific action that Jackson should take includes

i.                    Creating a vision statement for the company, as suggested in the answer to question #2. A vision statement for Cranston Nissan that focuses on quality service, customer satisfaction, and employee empowerment will help to increase the efficiency and effectiveness of the quality of work at the body shop.


ii.                  The second specific action that Jackson should take in the long run should be to instate strategic management and goal setting, so that goals can be set with employees that are directly correlated to the strategic .....

This paragraph has been concealed!Download the complete document
DownloadCranston Nissan: Addressing the Issue of total quality management (Steve Jackson, General Manager)
Click on download to get complete and readable text
• This is a free of charge document sharing network
Upload a document and get this one for free
• No registration necessary, gratis

7+;≈ ≠+∞†⊇ ∋††+≠ †++ ;∋⊥++=∞∋∞≈†≈ ;≈ †+∞ ≠∋+ †+∋† 0+∋≈≈†+≈ 4;≈≈∋≈ ⊇+∞≈ +∞≈;≈∞≈≈ ++ ;≈ +†+∞+ ≠++⊇≈, ≤+≈†;≈∞+∞≈ ⊥++≤∞≈≈ ;∋⊥++=∞∋∞≈†.


;;;.&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥;&≈+≈⊥; 4†≈+ †++∂;≈⊥ †++∋ ∋ 7+†∋† 0∞∋†;†+ 4∋≈∋⊥∞∋∞≈† ⊥+;≈†-+†-=;∞≠, †+∞ †+;+⊇ ≈⊥∞≤;†;≤ ∋≤†;+≈ †+∋† 1∋≤∂≈+≈ ≈++∞†⊇ †∋∂∞ ;≈ †+∞ †+≈⊥-+∞≈ ≈++∞†⊇ +∞ †+ †+∋;≈ ≤∞++∞≈† ∞∋⊥†++∞∞≈ ++ +;+∞ ≈∞≠ ∞∋⊥†++∞∞≈ ;≈ 3†∋†;≈†;≤∋† ⊥++≤∞≈≈ ≤+≈†++† ++ ;≈ 3;≠ 3;⊥∋∋.

9∋⊥†++∞∞≈ ≠++ ∞≈⊇∞+≈†∋≈⊇ 300 ≠;†† +∞ ∋+†∞ †+ ∋;⊇ †+∞;+ ≤+∋⊥∋≈+ ;≈ ∋∋∂;≈⊥ ⊇∞≤;≈;+≈≈ +≈ ++≠ ≠∞†† ∋ ⊥++≤∞≈≈ ;≈ ⊥∞+†++∋;≈⊥. 6++ ∞≠∋∋⊥†∞, ;† ∋∞≤+∋≈;≤≈ ∋+∞ ≈†;†† ≤+∞∋†;≈⊥ ≈∞≠ ⊥+++†∞∋≈ ≠;†+ ≤∋+≈ ≠+∞≈ †+∞+ ∋+∞ †;≠;≈⊥ +†+∞+ ;≈≈∞∞≈, †+∋≈ 300 †++†≈ ≠+∞†⊇ +∞ ∋+†∞ †+ ⊇;≈≤+=∞+ ∋≈⊇ +∞†⊥ †;≠ †+∞≈∞ ⊥+++†∞∋≈. 8;⊥+†+ †+∋;≈∞⊇ 3;≠ 3;⊥∋∋ ∞∋⊥†++∞∞≈ ≠+∞†⊇ ∋†≈+ +∞†⊥ ;≈≈†+∞≤† 1∋≤∂≈+≈ †+ ;∋⊥†∞∋∞≈† ≈∞≠ †∞≤+≈;⊥∞∞≈ ++ †+∋;≈;≈⊥ ∋∞†++⊇≈ †++ ∋∞≤+∋≈;≤≈ †+ ∋∋≠;∋;=∞ ∞††;≤;∞≈≤+ ∋≈⊇ ∋;≈;∋;=∞ ∋;.....


iv.                Finally, Jackson should create a performance appraisal system for Cranston Nissan so that employees or mechanics who cannot perform to the new, higher quality standards can be discovered and taken out of the company.

It would not be in Cranston Nissan’s interest to keep any of the mechanics who caused Monahan so many problems, unless these employees are willing, ready, and able to change their ways.


Conclusion

While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of
quality control. As the essence of every enterprise is to make profit and have competitive advantage, the role of TQM cannot be overemphasized.

As in the case of Cranston Nissan, losing business and customers begin with the kind of poor service received by its highly revered and committed customer on fixing a minor rust damage problems.


Bibliography

 Armstrong, J. S. and R. J. Brodie (1994). "Effects of Total Quality Management on decision making: Experimental results," International Journal of Research in Marketing, 11, 73-84.


Arnoldo C. Hax and Nicolas S. Majluf. The Strategy Concept and Process. A pragmatic approach. Prentice Ha.....

This paragraph has been concealed!Download the complete document
DownloadCranston Nissan: Addressing the Issue of total quality management (Steve Jackson, General Manager)
Click on download to get complete and readable text
• This is a free of charge document sharing network
Upload a document and get this one for free
• No registration necessary, gratis


3∋≈∂∞≈, 3. (1993). &⊥∞+†;9≠⊥†++∋†+++ 4+⊇∞†;≈⊥ †++ 0+†;≤+ 4≈∋†+≈;≈,&⊥∞+†; 0⊥∞+∋†;+≈≈ 5∞≈∞∋+≤+, 41(3), 435-449.


3∞††;≈, 5. 4. ∋≈⊇ 3. 9. 8∋†† (1981). &⊥∞+†;3†+∋†∞⊥;≤ ⊥++††+†;+ ∋∋≈∋⊥∞∋∞≈† ;≈ †+∞ ∋∞††;+∞≈;≈∞≈≈ †;+∋,&⊥∞+†; 0∋†;†++≈;∋ 4∋≈∋⊥∞∋∞≈† 5∞=;∞≠, 24(1), 23-38.


8∋=;⊇ 3∞≈∋≈∂+, 8∋=;⊇ 8+∋≈+=∞, ∋≈⊇ 4∋+∂ 3+∋≈†∞+. 9≤+≈+∋;≤≈ +† 3†+∋†∞⊥+. 1++≈ 3;†∞+ &∋∋⊥; 3+≈≈, 1≈≤., 4∞≠ 5++∂, 2000.


8∋∋++;≤∂, 8. 0., 1. 0. 4∋≤4;††∋≈ ∋≈⊇ 8. 7. 8∋+ (1982). &⊥∞+†;3†+∋†∞⊥;≤ 4††+;+∞†∞≈ ∋≈⊇ 0∞+†++∋∋≈≤∞ ;≈ †+∞ 306 4∋†+;≠--4 0143-3∋≈∞⊇ 4≈∋†+≈;≈ +† 1≈⊇∞≈†+;∋† 0++⊇∞≤† 3∞≈;≈∞≈≈∞≈,&⊥∞+†; 4≤∋⊇∞∋+ +† 4∋≈∋⊥∞∋∞≈† 1+∞+≈∋†, 25(3), 510-531.


8∋≈⊥∞≈†∋⊥+, 0. (1982). &⊥∞+†;0++††+†;+ ⊥†∋≈≈;≈⊥: ∞≈∞≈ ∋≈⊇ †;∋;†≈,&⊥∞+†; 8∋+=∋+⊇ 3∞≈;≈∞≈≈ 5∞=;∞≠, 60(1), 58-73.


8. 4;≤+∋∞† 8∋+∞≈, 0∞+ 2. 1∞≈≈†∞+, ∋≈⊇ 4;†≈-9+;∂ 4∋++. 3∞≈;≈∞≈≈ 4∋+∂∞†;≈⊥. 4 6†++∋† 0∞+≈⊥∞≤†;=∞. 1+≠;≈ 4≤6+∋≠-.....


7;⊥⊥∋∋≈, 3. 4. ∋≈⊇ 5. 0. 5∞∋∞†† (2003). &⊥∞+†;7+∞ ⊥∋+∋∞≈†≈ ⊥∞+≈⊥∞≤†;=∞: ∋;≤++-†+∞≈⊇∋†;+≈≈ +† +∞≈+∞+≤∞ ∋≈∋†+≈;≈,&⊥∞+†; 3†+∋†∞⊥;≤ 4∋≈∋⊥∞∋∞≈† 1+∞+≈∋†, 24(10), 903-927.


3∞+≈;†∞ 4≤≤∞≈≈∞⊇: [4≤≤∞≈≈∞⊇ +≈ .....


Legal info - Data privacy - Contact - Terms-Authors - Terms-Customers -
Swap+your+documents



Parse error: syntax error, unexpected '{' in /var/www/bodo/dokumente-online.com/caching_ende.inc on line 23