PDCA Cycle & Quality Management Theory For Effective Continuous Improvement

Case Study ‘Global Report’

Global manufacturing plays a key role in answering of inbound phone calls and provide their customers with quality customer service. Quality management theory is based on customer based as well as service oriented. The main aim of quality management is to improve the call taking process of the organization using quality management theory using PDCA cycle (Burke and Demirag 2017). Manufacturing as well as production standards are addressing the technology to underlie current production process.  The standards are taken against the preventive maintenance and keep running the business process properly. The machine tool standards are taken into the manufacturing business within non-automated applications. Both the standards are covering greater deal of designing, construction and use of the manufacturing equipments (Aryee et al. 2017).  ISO 9000 quality standard is required for the organization to document everything that they do to affect the quality of the goods as well as services. International standard provides best quality as it promotes the trade. Product standards permit the customers to purchase of items from various manufacturers (Wu and Liao 2016). Management system standards are promoted to manage both the quality and working environment. It promotes of 

The Quality assurance and control techniques, tools and methodologies form the basis of key quality assurance principles such as cost benefit analysis, control charts, flow chart, quality cost, benchmarking and inspection (Maklan, Antonetti and Whitty 2017). Quality assurance are conducted at the time of running the project so that on time it is ensured that the product is meeting with the quality standards. The quality check of the call taking is also performed at the time of working ion new ideas (Barata and Cunha 2017). Improvement into the quality of call is taking such as how to answer a call, how the customer service is communicated through the call and adequate information to gather and enter into the knowledge management system. There is also a need for a more comprehensive call return and follow up process. The cost benefit analysis determines the cost used to improve the business process and provide benefit to global manufacturing (Menguc, Katsikeas and Auh 2016). The quality cost determines whether investment into prevention cost lessen the failure cost. Control chart is used to measure the business trends. Benchmarking has the goal to improve the process outcomes (Pomirleanu, Mariadoss and Chennamaneni 2016). Flow chart is created to search for redundant work into the process. Finally, inspection is used to process and determine if the business process is functioning or not.

The role of Adriana as Quality Manager are as follows:

• Ensure that the product is meeting with the proper quality standards
• Plan, organize and direct the quality assurance programs and formulation of quality control policies and procedures
• Wok to develop the efficiency as well as profitability of the organization by reduction of waste
• Ensure that the employees working into the organization are aware of the quality requirements of the organization
• To review the statistical data from production lines in order to find the problems and issues of quality
• Promote the quality of the culture, aware the manager and award the programs

Ensure that the materials comply with the quality standards, minimization of the time, inspection cost and contribute to quality of end product

The agenda items are as follows:

• Call answering protocol: A call is send out for the agenda items before conducting the meeting.
• Call quality: The aim of the monitoring of call quality is to identify the calls fails to meet with pre-defined standards. Informed decisions are taken to process better and faster.
• Data input to Knowledge Management System: The KMS is the central repository of the data and information. It inputs the service provider’s data.
• Call volume i.e. number of calls answered, number of calls going to message: There are large number of calls.
• Call return statistics: It shows the usage of calls and enters the data into the organizational database.
• Call follow-up: The call is followed up to the team members to attend the meeting.
• Select the quality management method, techniques and tools the team and Adriana will use to resolve call quality issues: Check sheet is used.

Implement a basis for performance management i.e. calls per hour, accuracy of data input, key stakeholders:  Output of the productivity

Global Quality Management Plan Quality Call Taking
Quality Metrics	Quality Criteria / Performance measurement	Quality management tool, technique, methodology	Frequency of Inspection	Person Responsible
Call answering	Answered within 3 rings Answered with good morning, afternoon, Global, this is xxxx speaking, how may I help you?	Quality listening	Bi monthly at random	Adriana
First call resolution	At the first call, the company solves the problem Look at the number of callers those are call back in 7 days	Satisfactory answer to the call	Weekly	Adriana
Customer satisfaction	90 percentage of the customers are happy	Post call survey and follow-up email survey	Bi monthly	Adriana
Average time of call handling	95 percent of the call are taken for average time of 15 minutes	Talk time, on the hold time and call wrap up time	Bi- weekly	Adriana
Speed to answer	30 seconds are required	Call answered Time taken to answer a call	Bi monthly	Adriana
Abandoned rate	It is 5-8 percent rate of abandon of call.	The total number of calls abandoned at the time when the customers is waiting for human agent	Bi monthly	Adriana

Processes and methods Adriana used to carry out a quality assurance audit against her plan to assess the quality control of her project

Quality Management in Global Manufacturing

Adriana could create informed decisions. This might make the process efficient and quicker. For instance, coaching initiatives and training of refine agent could be implemented. This must correct the broken internal processes, fulfil the skill gaps and enhance the workforce scheduling. This must also alert the other departments of the company that have been facing the impacts (Mitra 2016).

In order to analyse the quality controlling of her project, Adriana could engage her team in bringing the quality monitoring. This indicates that they must understand 

buy and provide the products. This might be helpful as Adriana mutually produce a checklists of products required to be improved. This would help the agents in sharing their ideas regarding what they need and feel to be improved. Hence, Adriana could be mindful about those sections as she monitor the calls next time. The more she could empower by involvement and co-generation, the more efficient It would turn out to be based on readiness and credibility to change.

While training the agents by exploring the monitored calls, a system could be recommended to Adriana. There has been no necessity to tell the agent regarding the improvement directly as they do in the contact center of the clients. This must work through permitting the agents in listening, reflecting and asking queries for them. This must be done to draw out strategies for development (Nielsen et al. 2014). Hence, it eradicates the capability in blaming the sample size. It would also permit the coach and the agent in becoming more collaborative. This makes it simpler in determining the areas to make improvement.

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