Quality management concept continues to evolve every year. The idea is becoming a norm in the corporate world that as soon as a company identifies and correct a quality non-conformance, it will reduce the impact of the non-conformance on the manufacturing process. Currently, many companies are adopting the approach of closing gaps in the manufacturing process to aid in quality manufacturing. The continuous advancement in technology makes companies take the concept to greater heights and make it actionable. The quality assurance search in different organizations makes them strive to integrate critical systems and data. The action develops a closed-loop quality process between vital functional areas or critical processes (Maiti&Giri, 2015). The companies that close the loop aim at connecting traditional technologies, people, and operations, which simplifies the identification of any gap that may have an impact on the manufacturing or quality process. The Irish company is having a problem with the flow of information from one department to the next. The issue means there is a possible information flow interruption and thus, may lead to misunderstanding and lack of feedback that will contribute to a lack of proper coordination in the firm. The Irish company needs a closed-loop system which ensures that there is a swift flow of information from one department to next with minimal leakages. Therefore, the company should implement closed-loop quality management, which will close the gap between the departments. Closed-loop quality management is also the approach to ensure that the information not only reaches its destination, but appropriate feedback is received.
Closed-Looped Quality Management and Why it is a Requirement to the Irish Company
The right step towards implementing a closed-loop quality management process is understanding its meaning and its implication within the Irish company. Closed-Loop Quality management means closing gaps in the manufacturing processes so that all the elements of the value chain are coordinated with minimal leaks (Shaharudin, Govindan, Zailani, Tan &Iranmanesh, 2017). The Irish company will connect its quality processes and improve its communication structure if it implements the closed-looped method (van der Laan, 2019). Coordination among the departments within an organization is critical for a company that aims to achieve its goals. Integrating different channels or information systems from one department to next is the core to a proper departmental connection, which reduces interruptions in the flow of information along the value chain in any organization. Regarding the Irish company, it is struggling with creating an information system whereby the departments can communicate appropriately (Maiti&Giri, 2015). The firm has many loops in its communication system among its multiple departments, and this leads to possible miscommunication within the value chain. Therefore, the firm should enhance a connection between its departments convey messages swiftly without barriers or distortions.
Delegate your assignment to our experts and they will do the rest.
Implémentation
The first step is designing a clear objective showing the organization's position and its desires. The aim of creating goals is connecting and integrating a communication system within the department that will allow proper coordination in the value chain. Also, the objective aims at achieving a communication system connect the departments at a cheaper cost to reduce the production expenditure within the value chain (Shaharudin, Govindan, Zailani, Tan &Iranmanesh, 2017). The next step in the implementation process is to develop an alternative strategy to find the best one that can work well within the departments, which is the build strategy stage. The company will use the approach to come up with a strategy that each department understands. The method will include the communication channels that the departments will use during operations. The company will need Enterprise Quality Management Software (EQMS) for the strategy to succeed.
The Irish company also needs a system that integrates the information channel to ensure there is proper communication between its employees. Therefore, the organization will use EQMS to help in creating a closed-loop to avoid information leaks and also help in connecting the departments. EQMS will also ensure excellent communication and cross-functional collaboration by uniting people, processes, and technology across the value chain. The EQMS will be at the center of the design, supplies, services, and operation departments (Shaharudin, Govindan, Zailani, Tan &Iranmanesh, 2017). It is because the EQMS will provide a platform where the data moves in a loop through all departments in the company, such as the design, operation, supplies, among others.
The company will also require to build a loop within each department. It means in each section; there will be an information system that integrates all the communication channels within the offices in the department and unify them into a single communication channel (Diallo, Venkatadri, Khatab & Bhakthavatchalam, 2017). The company will then come up with EQMS and channel all the departmental communication systems to the Central EQMS. It means that within each department, there will be a coordinated communication system, which integrates with other departments through the central EQMS. Therefore, there will be a loop between the departments, which creates quality communication channels to avoid any leaks in communication.
Possible Challenge
Persons should not assume the company may not meet different obstacles while implementing close-looped quality management. The Irish company will encounter several failures during the implementation of the close-looped quality management system. The first challenge is to lack commitment and a wrong culture within the organization (Kortmann&Piller, 2016). Implementing quality management within this company needs dedication from the management and employees. The commitment also means the readiness of the personnel to support the idea. The company also needs allocating necessary resources to all departments to support the implementation. Hence, commitments should be the organization’s culture for it to succeed.
Another challenge that will make the Irish company fail while implementing the strategy is having a wrong vision, which drives an organization. The project team which the company selects to implement closed-looped quality management must have a proper vision to avoid failure. The team should also have a path which allows it to work towards achieving the firm’s vision (Maiti&Giri, 2015). Finally, the team must ensure the company's vision aligns with the organization's vision so that there is necessary support while implementing the closed-loop quality management within the organization.
Results
If the Irish company builds its communication loop around the EQMS successfully, it’s departments will have unified communication channels that will enhance connectivity. Besides, each department will have its information system ensures transparency and feedback in communication. The system will capture data using the central EQMS, which will make it available to all departments with the Irish company; hence, coordinate its function. Also, the feedback will be available, and this will ensure there is a connection between the firm’s departments.
References
Diallo, C., Venkatadri, U., Khatab, A., &Bhakthavatchalam, S. (2017). State of the art review of quality, reliability, and maintenance issues in closed-loop supply chains with remanufacturing. International Journal of Production Research , 55 (5), 1277-1296.
Kortmann, S., &Piller, F. (2016). Open business models and closed-loop value chains: Redefining the firm-consumer relationship. California Management Review , 58 (3), 88-108.
Maiti, T., &Giri, B. C. (2015). A closed-loop supply chain under retail price and product quality dependent demand. Journal of Manufacturing Systems , 37 , 624-637.
Shaharudin, M. R., Govindan, K., Zailani, S., Tan, K. C., &Iranmanesh, M. (2017). Product return management: Linking product returns, closed-loop supply chain activities, and the effectiveness of the reverse supply chain. Journal of cleaner production , 149 , 1144-1156.
Van der Laan, E. A. (2019). Closed-Loop Su. In Operations, Logistics, and Supply Chain Management (pp. 353-375). Springer, Cham pply Chain Management.
