Super metals manufacturing company very competitive metal products business. It employs over 2,000 people. Because of the similarity in the product design and the competitive prices with those of its competitors, it maintains it’s market share by emphasizing quality and service. About a year ago the company lost two of its customers who had been dissatisfied with excessive manufacturing defects. After studying the problem, the company decided that its basic engineering was sound but carelessness and lack of quality consciousness on the part of production workers, inspectors and manufacturing supervisors were the prime cause of the trouble. Accordingly, it introduced a quality control training program to solve the problem. The course was given after working hours from 7 to 9 pm each Thursday for 10 weeks. Employees were not paid any additional amounts to attend the class. Technically attendance was voluntary. However, management intimated that employees who attend sincerely would have the fact recorded in their personal records. This fact would be considered in future pay rise and promotion. The course was taught by a staff engineer from the quality control department. The course methodology mainly consisted of lectures and at time movies on quality control and some discussions. This course covered such topics as need for high quality, conditions affecting quality, cost of poor quality, inspection standards and inspection procedures and methods, sampling and control chart procedure. The course was open to all interested employees in the factory including the supervisors. Attendance at the early session where around 50 people. Towards the end of the course it had determined to about 25. The training manager made d the following comment at the conclusion of the course. The trainer did a good job. His lectures were interesting, informative and spiced with appropriate humor. It was not his fault that attendance was low. Do you think this training program was organized and administered properly?
Super metals manufacturing company very competitive metal products business. It employs over 2,000 people. Because of the similarity in the product design and the competitive prices with those of its competitors, it maintains it’s market share by emphasizing quality and service. About a year ago the company lost two of its customers who had been dissatisfied with excessive manufacturing defects. After studying the problem, the company decided that its basic engineering was sound but carelessness and lack of quality consciousness on the part of production workers, inspectors and manufacturing supervisors were the prime cause of the trouble. Accordingly, it introduced a quality control training program to solve the problem. The course was given after working hours from 7 to 9 pm each Thursday for 10 weeks. Employees were not paid any additional amounts to attend the class. Technically attendance was voluntary. However, management intimated that employees who attend sincerely would have the fact recorded in their personal records. This fact would be considered in future pay rise and promotion. The course was taught by a staff engineer from the quality control department. The course methodology mainly consisted of lectures and at time movies on quality control and some discussions. This course covered such topics as need for high quality, conditions affecting quality, cost of poor quality, inspection standards and inspection procedures and methods, sampling and control chart procedure. The course was open to all interested employees in the factory including the supervisors. Attendance at the early session where around 50 people. Towards the end of the course it had determined to about 25. The training manager made d the following comment at the conclusion of the course. The trainer did a good job. His lectures were interesting, informative and spiced with appropriate humor. It was not his fault that attendance was low.
- Do you think this training program was organized and administered properly?
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