Executive Holloware Case Study

1404 Words 6 Pages
The actual problem in Executive Holloware Ltd is the dramatic quality fall as they abandon their customary manufacturing style with a heavy emphasis on artisanship and adopt batch type production in order to meet the market requirements. This core problem has various types of reasons lying underneath and causes problems including financial, commercial, and social which we will discuss below.
Quality is a priority for Executive Holloware. Their products appeal to high class-rich customers who do not hesitate to pay more than £400 for a special tea set. When their company releases a new model, these customer wait impatiently to get a hold of them, as John Wells, the Sales Director, exclaims (Scholes, 2002). Hence, when customers obtain this
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If the product is capable of completing tasks with surpassing our expectations on certain quality-related entities, such as speed, durability etc., we call it high quality: If it fails, we name it low quality.
Quality from Executive Holloware’s perspective is related with their raw material, a silver plate mainly, accuracy on dimensions and its surface. First of all, its raw material silver plate must be in good condition. It must endure time, maintaining its good look, pressure, not holding bruises, and temperature, since its durability to hotness is crucial. Second, due to the fact that the “good look” is what customers really care about, along with utility, the product has to meet dimensional, volume, size requirements, and it must have a perfect surface, buffed, polished and with no
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Especially, check sheet plays a crucial role on finding defects and errors. This method can be used after assembly stage to see if problems were caused mainly by the errors from sub-contractors or press shop by looking at the classification of errors. Histograms, on the other hand, can be utilized after the last stage to see what errors occur most and their ratios. It helps distinguishing the problems in terms of their repetition and solve them starting from the most repeated to the least. Flow chart and fishbone diagram are also useful to notice the correlation between following stages. If this stages affect the overall amount of defected goods, we can find deeper reasons to them with the help of fishbone diagram.
There will be many solutions to overcome the current problem. All of them involves the usage of PDCA cycle in order to get to the bottom of this quality problem as Hugh Preston expresses (Scholes, 2002). We first plan what needs to be done. Thus, we check bar charts, flow diagrams etc. to reflect on the problem and form a plan. After that, we pass to “do” part. Here, we simply implement the solution and wait for the results. With the arrival of results, we, again, check the diagrams and charts we possess to see the current situation properly. We act on the results as the final

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