CaseStudy Paper - Case Study Example

Case Study Paper al affiliation: Case Study Paper Causes of quality problems in greasex line Greaseline is a high technology company manufacturing solvents for decreasing function (Jacobs & Chase, 2011). The production process; however, is under scrutiny because of various problems mainly due to the new filling equipment, which leads to high pressure exceeding the required limit. Despite, the filling equipment presenting a visible factor to blame for the sudden turn of events, several factors contribute to greasline problems.

For example, a newly assigned operator with no or limited skills as well as knowledge to operate the machine involves in the mix. He relies on approximation and not knowledge or skills. Evidently, a supervisor Mac Evans has not motivation and time to supervise finished products (Slack, 2005). Contrary to job description, he only focuses on the last process instead of the general progress. Additionally, a new viscosity of greasex introduced to the machine does not match the initial design. The mismatch prevents achievement of real objectives.

Last but importantly, the general laxity within personel contributes to various related problems. For example, the quality control unit headed by Hamler seems to having no clue of their work. They do not have timely assessment and adjustment of filling machines and lack contact with other departments with regards to production (Klein, 1992).Problem statementGreasex is a company with a reputation in the service industry. The respect, however, is diffusing due to a sudden change in production system that results to production of high pressure cans beyond the recommended limit.

In the wake of competition, a quick solution is inevitable not only to find the source of the problem but also to streamline functions for high productivity (Boyer & Verma, 2010).ObjectivesTo determine causes of greasex problemsTo evaluate the role of quality management in greasex problems of productionTo find out viable, appropriate and timely solutions to the management issuesData and information collection toolsThe team will make use of observation, quality assessment and administration of questionnaires to investigate and locate problems.

Job appraisal will also be necessary to ensure employees remain relevant to the production process. Based on data collected, SPSS will be used for quantitative analysis. The analysis method will assist in painting feedback with regards to the research objective. Quality control techniques will also be used to match job description against performance of employees. Design criteriaThe main intention of the team will not only be to find the problem but also viable alternatives. As such, a design criteria constituting possible solutions, period and responsible offices will be drawn.

For example, assessment and quality control departments will form priority. It is important to know whether they are ineffective, dormant or passive. Second will be to find out the role of management in following up the production process (Sprague, 2007).RecommendationsSeveral recommendations are handy in solving greasex problems including assessing the capacity of the machine to produce standardized goods, retraining operating personnel and management levels to motivate, impact knowledge and the right skills.

ReferencesBoyer, K. K., & Verma, R. (2010). Operations & supply chain management for the 21st century. Mason, Ohio: South-Western/Cengage Learning.Cousins, P. D., Lawson, B., & Squire, B. (2006). Supply chain management theory and practice: The emergence of an academic discipline?. Bradford, England: Emerald Group Pub.Jacobs F. & Chase, R. B. (2011). Operations and Supply Chain Management, 13th edition. McGraw-Hill/Irwin.Klein (1992). Revitalizing Manufacturing: Text and Cases. CRC Press, 1992Slack, N. (2005). The changing nature of operations flexibility.

International Journal of Operations & Production Management, 25(12), 1201-1210. Sprague, L. G. (2007). Evolution of the field of operations management. Journal of Operations Management, 25(2), 219-238.