Hank Kolb, Director, Quality Assurance Problem Definition The fundamental problem is management. Senior management lacks the policies and visible support of a quality philosophy such as following a ISO 9000 Quality System. Even though they have recently appointed Hank Kolb to oversee their quality program, which is a move in the right direction, there is still a lack of visible senior management support for quality. The fundamental problem shows up in a number of symptoms such as putting schedule and market share above quality and safety. It also shows up as a poor attitude about quality.
Most scoring models are not sufficiently precise to trust small differences in total scores. Furthermore, ranking projects by their project scores is generally incorrect anyway (Campbell, G. M. (2014)). Typical scoring systems ignore project cost and, therefore, fail to represent "bang for the buck." Prioritizing projects requires being able to estimate the costs, value, and risks of alternative project portfolios. But, both sides of the equation are difficult.
-Forecasting: The demand forecasting showed little accuracy. Q2. What initially appears to be the problem? What really is the problem in this case? -Initially the problem was supposed to be the under-performance of vendors who didn’t commit themselves to the process.
Assumes Chris and Pat will be able to completely turn things around this year iv. Assumes the budget will be enough v. Assumes that departments are still overspending and budget cuts can be implemented without threat to the function of the company d. Chris i. Assumes that the Return on Investment will be worth it in the long term ii. Assumes competitor will get the edge if
* * 2. What are at least two opinions presented by each side of the critical issue? * * Cotton and Devilly stress that Critical incident stress debriefing (CISD) is not explained properly and research has proven that CISD does not give patients the results needed. * Devilly and Cotton also stated that Critical incident stress management (CISM) is also not properly explained in the treatment of traumatized individuals, which makes the process ineffective (Halgin, 2007). * Mitchell’s opinion is that Devilly and Cotton display a lack of knowledge within the text of CISM because no reference to this literature is stated by the authors.
The company’s central value proposition is the benefit of increased productivity. Therefore, it should focus on how the product achieves this through the improved design of the scope, reduction of sedation which could lead to increased number of procedures performed and reduced costs per procedure, and reduced procedure time from 45 minutes to an hour long to only 30 minutes even for “difficult cases”. After those three topics are covered, the projected expenses, anticipated revenue, condensed market plan of action, and terms of the IP protection should be explained. I believe that the company should change their investor pitch to quickly and easily inform how the product is greater than what’s currently available in the market. As stated in the case, the value propositions are concrete but the evidence to support it are ambiguous.
This made them lose to Reliant in every concession and they gave up too easily due to the fact that they had not prepared.Also, they gave the power to Reliant early on in the negotiation which affected them as they were doing whatever Relaint asked of them.Another blaring flaw in their negotiation strategy was that even though they knew that the forcast figures stated by Reliant were overstated, still they didn’t do anything. In short there negotiation strategy was nothing, as they had not prepared for such an outcome so they did not have a negotiaiton strategy in such a
The attached diagram is a brief outline displaying our various quality problems concerning personnel, maintenance, purchasing, product design, management, and marketing. Problems occurring with quality within our personnel include inadequate training, lack of communication, lack of control in process, and lack of understand of quality. Next is the problems with maintenance, there was no schedule preventive maintenance for the equipment, a tooling problem with the Greasex machine, and many of maintenances current solutions do not fix the root cause of the problem. Purchasing also has some quality issues primarily poor communication with vendors. Next are the quality problems with product design and packaging including lack of testing equipment and lack of knowledge about the shape of the packaging.
Employees also failed to take standard precautions, failed to make constant contact with patients during procedures. Human errors in the overdose of patients were evident. When dealing with human life, technicians were clearly careless, non-attentive in some cases, and showed a lack of appreciation for the risk involved in the operation of the machinery. Other factors were poor training of technicians as well as a lack of sufficient penalty to the technicians involved. Attorneys for the family against the machine manufacturer (AECL) The Therac-25 design eliminated many of the hardware safety features that been built into previous designs, assuming the software was functioning correctly and eliminated the need for safety features.
This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action. To address the main problem Erik Peterson is inexperienced and this shows in his incapacity to handle various situations in the case. He lacks the support of the upper management (Jenkins and Hardy), and does not reach out for help among his peers( Green,Cantor) He also has to face insubordination,Curt Andrew being the prime accused in this case. He also faces the Turn on Deadline 1) Lack of communication from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.