DHL Quality Control Manual Quality Management (BADM370).docx

DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2

Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions
4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations.
Organizational expectations of quality requirements are directly
correlated to what customers expect in a product or service.
Prior to the early 1900’s the concept of quality management was
simplistic in nature. Basic forms of quality management can be
traced back to the medieval times when master craftsmen would
assess the quality of products and services. Modern day quality
management was initially studied and formally introduced to
manufacturing organizations by a mechanical engineer named
Fredrick W. Taylor. For years, Taylor conducted research on
manufacturing processes and how quality can be improved to
increase efficiency in production. Based on his studies, Taylor
published The Principles of Scientific Management in which he
presented statistical findings on how to effectively implement

quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian
Gilbreth focused on motion and efficiency study to improve the
quality management processes that later paves way for the
modern-day quality management systems of ISO. Another
highly qualified mechanical engineer, Henry Gantt, created
charts to help managers plan and monitor project tasks. Gantt
also determined that employees needed to be paid based on
performance evaluations. The scientific studies have improved
standards and increased profitability for many businesses. This
was even more evident following the work of engineer and
scientist, W. Edwards Deming. Deming utilized Walter
Shewhart’s Plan-Do-Check-Act Cycle for total quality
management (TQM) to assist the Union of Japanese Scientists
and Engineers (JUSE) in rebuilding economic strength
following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative
today. Businesses, like Deutsche Post DHL Group, have adopted
specific methods for implementing TQM within the
organization. The ISO 9000 quality management system
presents standardized requirements for achieving TQM. The
Plan-Do-Check-Act Cycle has also attributed to successful
management assessments as well. Another frequently used
system is Deming’s 14 Points. The benefits of these systems
outweigh the cons. The systems have saved businesses countless
man hours, costs, and unnecessary losses due to inefficient work
processes. The downside to the standardized systems is that not
all businesses may properly implement the steps to achieving
total quality management. Moreover, geographical location and
access to “quality” grade materials may vary from country to
country. Customer views of what is quality product and what is
not is also a factor that may alter the outcome of products or
services provided by organizations.
Senior management must face various challenges when
implementing quality programs to facilitate high value services.
To establish well-organized teams, management must do more

than delegate. They are required to possess leadership qualities
that will enable them to be influential leaders. Vigilant
assessment of the environment helps managers understand and
interpret the cultural environment in businesses. Success can be
gained when leaders develop winning strategies to get results.
As mentioned in the Ivey Business Journal, “strategies are much
more than intentions”. Strategic methods provide companies the
means to implement processes to obtain company goals and
meet standards for achieving the vision. Leaders are also
expected to monitor and adjust as needed to complete projects
and provide services.
Management can offer quality improvement programs to provide
employees with the tools necessary to thrive. Clear, identifiable
goals are also important to ensure team members do not lose
focus. Successful management are expected possess leadership
qualities that will allow them to be successful mentors and role
models within any organization. They must develop strong
leadership systems, create shared values, and motivate
subordinates. For example, the Memorial Hermann Sugar Land
Hospital in Sugar Land, Texas is known for their use of
“values-driven leadership system” (NIST Baldrige Performance
Excellence Program). Leaders emphasize the importance of
open communication, high performance, and workforce
engagement. The organization consists of primary and specialty
care that is ranked within the “top 10 percent nationally for a
number of performance metrics” (NIST Baldrige Performance
Excellence Program). Specific roles in large-scale strategic
quality programs leave little room for confusion and mistakes.
It also creates a controlled environment that is necessary for
achieving workforce efficiency and team cohesion. Not utilizing
specific roles can steer employees away from common goals and
individuals may not feel accountable for their own actions.
Leaders may not develop trust and respect from subordinates
may be lacking as well. Organizations typically fall short in
meeting performance standards which can lead to negative
feedback from customers. The results can ultimately hinder

profits and organizational reputation.
Globalization has challenged organizations to seek and use
improved methods for implementing quality management
tactics. Various strategies and tools are currently available for
companies to create a culture that empowers its employees to
achieve above standard performance measures. A key tool is to
establish customer expectations. Knowing who the customers
are and what they expect can help facilitate improvements in
quality for organizations and ultimately, it will lead to
profitable outcomes. Designing quality identifies the baseline
for quality prior to the execution of processes. Many businesses
rely on metrics to quantify how efficient the business is.
Performance and quality are measured throughout the process.
Quality management can also be acquired through mistake-
proofing. Specific tools prevent costly mistakes. Minimizing
waste can also save time while improving customer satisfaction
reports. Other methods such as the Kaizen and Six Sigma,
require planning and implementation to be specific and
methodical. Slow, systematic improvements can be made over
time with minimum costs. Six Sigma is exercised as a
precautionary measure to prevent errors before they occur.
The table below depicts several quality management tactics.
Each method adds its own value and risk for organizations.
Quality Management Tactics
Definitions
Value
Risk
Establishing customer expectations
The total perceived benefits a customer expects from a
company’s product or service.
· Customer’s trust
· Time frame
· Communication
· Customers

· Overselling of products or services
· Do not make promises that cannot be kept
· Avoid unrealistic expectations
Designing Quality
The source of total quality for customers.
· Customer satisfaction
· Positive organizational reputation
· High quality products and services
· Loss of customer interest
· Not using the system to its full potential due to loss of interest
· Improper management controls
Defining metrics
Quantifiable methods for measuring efficiency, performance,
progress, or quality of products and services
· Time management
· Identify Key Performance Indicators (KPIs)
· Defined goals, actions, metrics, evaluations
· Assigning a value to a risk
· Measuring the risk relative to performance and quality of
products or services
Mistake-proofing
Utilization of Poka-Yoke devices and other automatic tools to
eliminate errors or waste.
· Prevents faults
· Improves efficiency
· Saves time and money
· Increased safety
· Undiscovered mistakes
· Equipment breakdown
· Non-specific guidelines
Kaizen
The focus on small, nonstop improvements over time while
avoiding egregious financial blunders.
· Establish measurable goals
· Organized environment
· Value personal and organizational learning

· Improper execution of steps to attain results
· Resistance to change
· Lack of common goals and motivation
Six Sigma
Emphasis on prevention to minimize defects and other
inefficiencies.
· Reduction of processing time
· Cut in cost
· Decreased pollution
· Increased profit
· Increased customer satisfaction
· Possible delay in production
· Stifling of originality
· Goals may not be aligned
REFERENCES
British Standards Institution. (2018). ISO 9001 Quality
Management. Retrieved from: https://www.bsigroup.com/en-
GB/iso-9001-quality-management/
Deutsche Post DHL Group. (2018). Quality Assurance.
Retrieved from:
http://www.dhl.com/content/g0/en/logistics/supply_chain_soluti
ons/how_we_work/quality_assurance.html
Editorial Board. (2016). Essentials of Quality Management (1st
ed.). Words of Wisdom, LLC – Schaumburg, IL
Gandz, Jeffrey. (2005). Ivey Business Journal: The Leadership
Role. Retrieved from:
https://iveybusinessjournal.com/publication/the-leadership-role/
Industry Forum. Retrieved from:
https://www.industryforum.co.uk/uncategorized/5-things-you-
need-to-know-about-mistake-proofing/
MacDonald, Steven. (2018). Super Office: 7 Ways to Create a

Great Customer Service Strategy. Retrieved from:
https://www.superoffice.com/blog/customer-experience-
strategy/
NIST Baldrige Performance Excellence Program. (2017).
Retrieved from: https://www.nist.gov/baldrige/memorial-
hermann-sugar-land-hospital
Protiviti KnowledgeLeader. (2012). Retrieved from:
https://info.knowledgeleader.com/bid/161686/What-is-Design-
Risk-and-the-Risks-Associated-with-System-Design
Rihal, Charanjit S., MD. (2017). NEJM Catalyst: The
importance of Leadership to Organizational Success. Retrieved
from: https://catalyst.nejm.org/importance-leadership-skills-
organizational-success/
The Ritz-Carlton. (2018). Retrieved from:
http://ritzcarltonleadershipcenter.com/2015/10/dos-donts-of-
setting-customer-expectations/
QUALITY CONTROL MANUAL
QUALITY CONTROL MANUAL
BADM370 UNIT 4IP
Keysha Jamerson
9/12/2018

Table of Contents
1. Introduction (pages 2-4)
1.1. History of the quality management evolution.
1.2. Why it is needed
1.2.1. Definition of quality
1.2.2. Where was it discovered/used?
1.2.3. Who are the developers/philosophers?
1.2.4. When was it developed?
2. The Role of Leadership (pages 4-5)
2.1. Why it is a strategic issue
2.2. Management as a role model
2.3. New kinds of metrics
2.3.1. What are the different management roles?
2.3.2. How is quality measured
2.3.3. The impact of leadership failure
3. General Quality Strategies and Tools (pages 5-7)
3.1. Establishing customer expectations
3.2. Designing quality in
3.3. Defining metrics
3.4. Mistake-proofing
3.5. Kaizen
3.6. Six Sigma
3.6.1. Definitions
3.6.2. Risks
3.6.3. Value
4. Quality Tactics and the Logistics and Supply Chain Functions
(pages )
4.1. What tools are applicable internally
4.2. What tools are applicable with vendors
5. References (pages)

Introduction
According to MUSE (2018), quality is difficult to define, it
could mean value, durability, reliability or getting what is worth
your money. Quality, as it pertains to business, mean to produce
a product or perform a service that meets specifications
determined by performance and cost.
Quality management began in China in the 12th century B.C.
There were governmental departments created to delegate
responsibilities such as (Editorial Board,2016):
-production
-inventory
-product distribution (supply chain)
The Chinese issued policies and procedures to control product
throughout the country, including prohibiting the sale of
nonconforming material. The employees where given the
responsibility of inspecting the products for quality.
During the Middle Ages the standard for quality was set;
craftsmen performed the tasks of manufacturing and inspecting.
The quality was built into the product during the creation
process, which the worker took pride in. Customers’
expectations were met and understood by the craftsmen.
During the Industrial Revolution there was the production of
interchangeable parts whose specifications were too relaxed.
The parts were standardized to produce a finished product;
variations in the products impacted the quality.
Quality Management took off during the 1920’s in America,
with less than positive results. There were some pioneers of
Quality Management including (editorial board,2016):
-Frederick Taylor- broke jobs down into smaller components,
trained the employees to concentrate on that specific job, taking
the “human” aspect out of the job.
-Frank and Lillian Gilbreth-developed “micro motion” -study of
the movements a worker makes. This technique eased worker
fatigue and productivity was increased.

-Walter Shewart’s-mathematics of quality developed “Statistical
Process Control” method, “Shewart Cycle Learning” and
“Improvement Cycle”. The Learning and Improvement cycles
combined creative thinking and statistical analysis. The cycle
has 4 steps; plan, do, study and act (PDSA).
-Drs. Deming and Juran- (1940) Invited to Japan to help with
quality management. Total Management Quality philosophers-
dependent upon math and Shewart’s control charts. Dr. Juran is
the author of the industry standard Quality Assurance
Handbook. Deming philosophy has 14 points and four parts:
1. -Appreciation for the system- systematic approach
2. -Understanding process variation- the long term effects
3. -Theory of knowledge- informed of the process
4. -Psychology-why people do what they do
Juran had the idea that departments “speak different
languages”; he concentrated on 3 aspects of quality:
1. -quality planning
2. -quality improvement
3. -quality control
-Phillip Crosby-quality is free and absolute, it has “zero
defects”, he believed in changing behavior. He developed 14
steps to maintain quality.
There are specific directions that companies are adopting
in terms of strategic quality management including (asq,2018):
-TQM element approach: utilizes important business
processes and organizational units to promote improvements.
-quality circles
-statistical process control
-Organization Model Approach: technique used by teams
or individuals, visit organizations that are leaders in the field of
TQM and learn their process and procedures in order to be
successful. Integrate and provide input to generate a model for
the organization
-The Award Criteria Approach: A quality award criteria,
such as the Deming Prize, European Quality Award is used to
identify areas of improvement.

This quality control manual is meant for the logistics and
supply chain management department of Love Community
Health Care Systems. This health care system delivers care to
the community and the surrounding counties. We pride
ourselves on delivering excellent patient-centered care at our
state of the art medical facility.
Six Sigma is a quality improvement system that has been
tested and proven, over time to elevate product quality and
services. This approach identifies the source of defects and
provides enduring cures that will permanently improve quality.
Six Sigma analyze the business, identify problems and review
the culture that may lead to issues in quality (Ozyasar,2018).
Some pros of Six Sigma are once implemented improvements
will continue to increase, identifying and eliminating possible
defects early will save time and money, profits will increase,
operational costs will decrease. Some cons of this program are
may not result in cost savings due to improvement byproduct
and an increase in overhead and capital costs (CEBOS,2018).
The Role of Leadership
According to Baldrige (2017), senior management’s role in
successful quality improvement programs included recognizing
what the customers require, providing the employees with the
tools needed to accomplish the goals set by the organization,
collecting input from employees and customers, analyzing the
data and developing a plan to carry out the plan and following
up with employees to share the status of the quality
improvement program.
BTES use the CAP-DO process (Check, Act, Plan, Do) which
motivates employees to improve processes quickly. Employee
and customer related input is gathered consistently from all
departments and treated as either an opportunity for
improvement (OFI) through the Improvement Initiative Process
(IIP).
BTES has saved its customers money and has been able to retain
$70 million over the last 40 years due to the integration of fiber
optic system, energy-efficient home improvement loans,

training at in-house seminars and trade shows, energy-efficient
lighting and equipment and continuous cost evaluation and
control.
The use of Customer Average Interruption Duration Index
(CAIDI) data is used to measure customer satisfaction. The
feedback (positive/negative) is tracked and reviewed weekly by
the organization’s senior management during staff meetings.
Employment engagement is measured through performance
appraisals, retention and attendance. Attendance is at 75% and
retention is at 91% due to the commitment to building an
effective workplace environment and to engaging and
empowering the workforce (Baldrige,2017).
Roles for effective senior management include (Juneja,2018):
1. Facilitator of the program: requires planning and research
2. Leader: lead by example, be knowledgeable and
approachable, great communicator
3. Delegate of duties: choose the right person for the right
job
4. Provide resources: training pamphlets, booklets and classes
5. Allocate time: allow time for training
6. Provide training: there are various TQM practices/ ensure
implementation of TQM without obstacles
7. Welcome feedback: empower the employees
8. Inspire employees: show the employees how you practice
TQM
9. Role model: practice TQM
10. Allocate budget: the program costs money and should be in
the budget each fiscal year
If the roles of leadership are not used while implementing the
TQM chaos could ensue, the program could fail and there would
be many obstacles to overcome. Senior management should use
metrics that fit the needs of the organization including SMART
goals, these are goals that are specific, measurable, achievable,
relevant and time-bound (Kaner,2018). Other forms of metrics
include: sales, profits, costs, and customer satisfaction and

retention (Markgraf,). There should be meetings held in order to
discuss the progress or lack thereof. E-mails should be sent out
to communicate progress and staff meeting times.
General Quality Strategies and Tools
TACTIC
DEFINITION
RISK
VALUE
ESTABLISHING CUSTOMER EXPECTIONS
1. The perceived value or benefit that the customer looks for
when making a purchase or obtaining service
1. Customers take advantage
1. Influence decision-making process
1. Difficult to change a customer’s mind
1. Customer satisfaction
1. Retained/gained customer
1. Trust is gained
1. Organization viability
DESIGNING QUALITY
1. The result of designing quality into a product and its
processes
1. May decrease revenue due to superior product/longevity
1. Inspections will not be needed
1. Less waste
1. Less man-hours
1. Saves money
1. Address causes of possible quality issues
DEFINING METRICS
1. Evaluation of performance management, quantifiable
measurement
1. S.M.A.R.T. goals

1. Profits
1. costs
1. Incorrect calculations
1. Incorrect information
1. Address the wrong audience
1. Performance criteria
1. Measures criteria against targets set forth by organization
MISTAKE-PROOFING
1. A method that makes it impossible for an error to occur
1. Immediately makes errors obvious
1. Prevent human errors not errors of a poorly designed or
programmed machine
1. Eliminates-cause of the error
1. Replacement-replaces the step with an “error-proof” step
1. Facilitation-makes the correct step easier than the error
KAIZEN
1. A strategy that involves proactive, consistent improvements
to the manufacturing process
1. Continuous improvement
1. Resistance to change
1. Increase workload
1. Hard to change back to previous methods once implemented
1. Lowered morale
1. Organizing events that are focused on improving specific
areas
1. Team work
1. Builds organizational culture
1. Employees are actively engaged
Empowerment
SIX SIGMA
1. Increase in performance decrease in process variation
1. Decrease in revenue (may not save money)

1. May lead to increased overhead and capital costs ie. Cancel
out savings
1. Consumes more resources
1. Reduction in defects
1. Improvement in profits
1. Boost morale
1. Quality of products/service
TBD
References:
7
Quality Control Manuel for American Licorice Company
BADM370-1803B-02 Quality Management
Quality Control Manuel for American Licorice Company
September 5, 2018

Table of Contents
Pg. 1 Title Page
Pg. 2 Table of Contents
Pg. 3- 4 Introduction
Pg. 4-6 The Roll of Leadership
Pg. 6-8 General Quality
Strategies and Tools
Pg. 9-11 Quality Tactics
and the Logistics
and Supply Chain Functions
Pg. 12-14 References
Introduction
This quality manual is for the “American Licorice Company.”
According to its website, It started by Mark Kretchum, and
“their first product was black licorice(History,2010, par 1).”
Also, the quality management revolution will be explained, and

some directions companies are taking for strategic quality
management, and the pros and cons of six sigma.
The quality management evolution started because of the need
for better products as factories got bigger, more customers, and
then years later globalization. According to
www.opentextbooks.com, Quality Management has been around
“ since 2000BC,” and continues to this day.(Evolution and
Development of Quality Management, 2016, par 1).”
They have had guilds, and labor unions, ect., that have all lead
up to the modern version of quality management.Basically, as
more is needed, different groups of people or brilliant
individuals come up with better ways to do quality work, and
keep up with production. The next subject is some directions
companies are taking for strategic quality management.
Two directions that are being taking in strategic quality
management are, one, refining the company mission, and
refining the company statement. According to
www.advisora.com, “If you are one of the companies that have
not yet worried about defining and recording your company
vision and strategic direction, now is the time to do so(Hammer,
2017, par 6).” They also suggest the use of ISO-9000, which is
just a program that helps organize this whole process. And the
last part is the pros and cons of six sigma.
Programs such as developed by Deming and the six sigma
program were developed to keep production numbers up, make a
team more cohesive, and have very high quality products. Some
of the pros of six sigma are: According to
www.comparebusinessproducts.com, “…who successfully
implement Six Sigma typically deliver better return on
investment, return on sales, employment growth, stock growth
and value growth(The Pros and Cons of Six Sigma, 2010, par
1).” Where as the cons are “companies have to change, its hard
work, and it does not work for every company,(The Pros and
Cons of Six Sigma, 2010, par 4).” All that being said, it is still
a remarkable way to improve quality in a company, and all these
things and more will be looked at further in this manual.

The Role of Leadership
The senior managements role in a successful quality
improvement program is to head up the different programs
associated with the new quality program. They are also have the
responsibility of hiring a total quality management manager
(TQM), to take charge of the change. The change must be
communicated efficiently, and all involve must be aware of why
the change is happening, when it is happening, and what their
position is in the change. It also helps to update the mission
statement and the company vision. Some examples are from the
“Journal of Healthcare Medicine,” where they are “trying to
improve the reaction time of hospital visits(Bradley, E, PhD,
Roumanis, S, R.N, Radford, M., M.D. FACC, etc, 2005, par 1).
” In one example, they were talking about a “victim who was
picked up by an ambulance,(Bradley, E, PhD, Roumanis, S,
R.N, Radford, M., M.D. FACC, etc, 2005, par 10),” and how
they were able to make the visit more efficient by calling the
hospital ahead, and administering certain meds and taking blood
for tests. They also had another “path(Bradley, E, PhD,
Roumanis, S, R.N, Radford, M., M.D. FACC, etc, 2005, par
13),” where they did not have the precare that the patient had in
the first path. The results were faster as they had implemented a
new plan that still made it more efficient. They took care of it
all in triage, and had a plan for the right people to be in the
right place. This study was done over a multitude of hospitals,
and showed how these facilities improved quality at a hospital
by more efficient visits to the hospital. The next topic is the
general roles of a senior management in a large scale strategic
quality program.
The role of managers in total quality management is quite
extensive. But, two will be discussed herein. The first role is
the “facilitator in the workplace(Role of Managers,2018, par
4).” This simply means that they are in charge of putting the
right people in the right spots to make the transition process

efficient, and keep the process going. The objective of the
manager in this situation is success, and failure is not good for
this persons career. The next role is, “ the manager must
communicate(Role of Managers,2018, par 5), the process and
the expectations of the quality improvement program. This is
the most important part of the process, without communication
the whole process will be difficult and may fail. The next
section is why the different roles must be identified
The different roles must be identified and separated for
efficiency. When specific people have specific roles they often
concentrate on that specific role and are more successful. This
is the reason, it is the same as having subject matter experts all
take a percentage of a task and getting the job done. Fast.
Efficient. The risk of not using the roles is non-efficiency, the
whole process not being efficient. Another problem is there will
not be a specific goal, or more likely everyone not being on the
same page. The last part is the use of metrics by management to
make processes goes well.
The metrics for the judging of performance is a task for
middle and senior managers. And performance can be measured
in many ways. Five will be gone over that can all relate to
performance. Remember, performance can be measured by the
actions of others, the success of the company, and efficiency.
Some ways to measure these are, “Cost of Quality”, that is what
it costs the company to produce said products, good or bad,
“Overall equipment effectiveness,” that is how often the
machines break down, or how efficient the use of them is,
“percentage of products in compliance,” I.e. the amount of
products that are good and meets the customers standard versus
ones that do not, “On time and complete shipments,” that is the
amount of on time shipments and the ones that are not, and
finally, “new products introduction(Littlefield,M.,2011-2018,
par 4-8).” These are all important to judge how well the
personal are doing. If all of these metric are met, or even
surpass said goals, the personal are doing well.

General Quality Strategies and Tools
In this section there will be a graph on a multiple quality
management tactics. The following will be in the graph:
Establishing Customer Expectations; Designing
Quality;Defineing Metrics; Mistake proofing; Kaizen; Six
Sigma.
The definitions of each will be given, and then in the graph
the risks and values will be shown visually.
Establishing customer expectations is simply defining what
the customer expects. One needs to,” Know their customer,
understand needs, and meet needs(Meeting Customer
Expectations,2017).”This can be done through surveys,
customer complaints, statistics, and knowing the history or
certain products that are particularly popular at certain times of
year.
Designing quality is the process of determining what will be
a acceptable product to the clients or customers. This can also
be comparative to other companies, and this may have some
basis on the standards set forth. “Design quality is the intrinsic
fit between products design…and customer
needs(Anderson,L.,2016, par 4-7).”
Defining metrics is the process of setting measurable
standards than can be used to make improvements. Metrics are,
“to take action, make decisions, grow…and collaborate, all
based on data(Tyson, 2016, par 1).” And it comes in three
types,” business, departmental, and individual(Tyson., 2016, par
12).” This means that these measurable standards are goals for
the whole business, each individual department and for each
individual. Promotions and terminations are the results of these.
Mistake proofing is the process of using machines or
electronics to prevent mistakes. Safety devices and mistake
proof. Shut off switches are also mistake proofing. It is, “the
use of an automatic device or method that makes it impossible
to make a mistake(Mistake-proofing, 2018, par 1).” Everyone
has seen them mechanisms. They are not new, and just keep

getting better.
Kaizen is a Japanese word that basically just means
continuous improvement. It means,” Constant, continuous
change(Henry, A., 2014, par 1-2).” It is a philosophy that can
be used anywhere. And the pros of it will be seen in the graph.
Six Sigma is a five step process, that is designed to improve
quality and productivity. It was started in Japan to overdue
American factories in production. It is a “ disciplined,
statistical based, data driven, and continuous improvement
methodology(Lean Manufacturing, 2018, par 1).”
Now that they are all defined, the graph will do the rest. Due
to the constraint of the page, each tactic will be broken down
into a shorter word. Establishing customer expectations will
now be (ECE), Designing quality will be (DQ), Designing
Metrics will be (DM), Mistake proofing will be (MP), Kaizen
will be (K) and Six Sigman will be (SS).
Values Risks
ECE A lot of customer input. If this process fails, the business
fails.
DQ Performance, durability,perceptions If this process fails,
bad parts go out and business is lost.
DM Attainable, realistic. If the goals are not attainable, then no
progress will happen.
MP Elimination, Replacement, facilitation There are always
risks with new inventions or methods, but if this one fails, then
a new one will come of it.

K Standardise, measure,compare,innovate The risk is that it may
be to laxed, and not enough produciton will happen.
SS Define,measure,analyse,improve,control No creativity,
leaves out human component.
Values Risks
ECEA lot of customer input. If this process fails, the business
fails.
DQPerformance, durability,perceptionsIf this process fails, bad
parts go out and business is lost.
DMAttainable, realistic. If the goals are not attainable, then no
MPElimination, Replacement, facilitationThere are always risks
with new inventions or methods, but if this one fails, then a new
one will come of it.
KStandardise, measure,compare,innovateThe risk is that it may
SSDefine,measure,analyse,improve,controlNo creativity, leaves
out human component.
Values Risks
ECE A lot of customer input. If this process fails, the business
fails.
DQ Performance, durability,perceptions If this process fails,
bad parts go out and business is lost.
DM Attainable, realistic. If the goals are not attainable, then no
MP Elimination, Replacement, facilitation There are always
risks with new inventions or methods, but if this one fails, then

a new one will come of it.
K Standardise, measure,compare,innovate The risk is that it may
SS Define,measure,analyse,improve,control No creativity,
leaves out human component.
Values Risks
ECEA lot of customer input. If this process fails, the business
fails.
DQPerformance, durability,perceptionsIf this process fails, bad
parts go out and business is lost.
DMAttainable, realistic. If the goals are not attainable, then no
MPElimination, Replacement, facilitationThere are always risks
with new inventions or methods, but if this one fails, then a new
one will come of it.
KStandardise, measure,compare,innovateThe risk is that it may
SSDefine,measure,analyse,improve,controlNo creativity, leaves
out human component.
This section is about quality tactics and logistics and supply
chain functions. First, each one will be defined, then which of
these tools or functions work well internally. Lastly, which of
these tactics or tools works well externally, such as with
vendors. Quality tactics will be the one started with.
Quality tactics are ways in which quality work is done. It is

the ways a business keeps up its profits, as well as cutting
losses, while still presenting quality or good products.
Some good tactics are, “having a complete plan and
specifications…if one don’t provide…costing. Time, money,
and quality(Sedan, 2013, par 8).” Another good tactic is,
“strong field operations…good people to work with you(Sedan,
2013, par 9).” And one more just for good measure, “a quality
delivery system… a good system requires metrics to track
process(Sedan, 2013, par 12).” As one can see, tactics are
important for any company, and just as important, if not more
so for American Licorice Company. The next section will be on
logistics and supply chain functions.
Logistics is the process or mission of getting raw products in,
and finished products, out. It is the whole process from the idea,
to the actual completion of the job. It is the ideology of the
process of a successful business. And a supply chain is a group
of buildings or businesses that work together and coordinate to
get one thing from one place to another place in a timely
manner. Now that both have been defined, one must understand
that, although not interchangeable, they do have the same job.
As such, the concentration in this section will be in logistic
functions. Some logistic functions are, “order processing,
inventory control, warehousing, transportation, material
handling, logistical packaging, and information(7 Major
Functions, 2017, par 2-25),” Each one is really a predecessor to
the next one, for instance one has to be able to bid and get
materials in to make a profit. After one has product, one must
keep track of it, and store it. Once some orders are received the
raw materials must be made into a final product and delivered
somewhere. And so the process continues over and over again.
If one plans right, they can always have a profit and be
successful. The final section is on what tools or functions work
well internally and externally.
In order to fully understand this, some of the tools of quality
management will be used. One of the tools is six sigma, it is,
“business management strategy for improving the operational

performance of a business by eliminating variability and
waste…(Black, 2010, par 3).” This tool is perfect for internally
improving the business. It focuses on production, quality, and
saving money through cutting costs, and getting the right
materials for the job. Now there are many templates out there
that are specific to what business one is in. Another is the total
quality management, it is, “a set of practices put in place …that
are geared to ensure consistently meeting customer needs and
wants(Black, 2010, par 6).” This is great for customers, and
vendors. It is a format that is designed to make customers and
vendors want to come back for more. With a higher customer
base, the vendors will come and want to do business with said
entity. Another tool is a equipment maintenance log. This
“produces Small changes such as improved documentation can
significantly affect quality(Black,2010, par 9).” This helps the
company internally keep better track of inventory and
equipment. It helps by saving money, and knowing when to
order and what to order to get a job done. But as any
businessman or woman knows, if it helps internally, it will help
externally. A well organized and successful business that keeps
what they have going on effective and efficient, will be more
able to adhere to the customers wants and needs.
References
Anderson, L (2003) Management and Accounting. (WEB)
Retrieved from:
http://maaw.info/ArticleSummaries/ArtSumAndersonSedatole98
.htm
Black, T. (2010) 10 Quality Management Tools. (WEB)
Retrieved from: https://www.inc.com/guides/2010/09/10-

quality-management- tools.html
Bradley, E, PhD, Roumanis, S, R.N, Radford, M., M.D. FACC,
etc, (2005) The Roles of
Senior Management in Quality Improvement Efforts: What
Are the Key Components?
Retrieved from:
https://www.researchgate.net/publication/10894651_The_Roles_
of_Senior_Management_in_Quality_Improvement_Efforts_What
_Are_the_Key_Components
Hammer, M. (2017) Aligning Quality Objectives of the QMS
with the Strategic Direction
Company. (Blog)
Retrieved from:
https://advisera.com/9001academy/blog/2017/03/07/aligning-
quality-
objectives-of-the-qms-with-the-strategic-direction-of-the-
company/
Henry, A.(2014) Get Better at Getting Better: The Kaizen
Productivity Philosophy.(WEB) Retrieved from:
https://lifehacker.com/get-better-at-getting-better-the-kaizen-
productivity-p-1672205148
Littlefield, M. (2011-2018) Top 5 Must Have Quality
Management Metrics for the
Executive Dashboard, (WEB)
Retrieved from:
https://blog.lnsresearch.com/bid/142495/top-5-must-have-
quality-
management-metrics-for-the-executive-dashboard
N.D.(2017) 7 Major Functions of Logistics. (WEB)
Retrieved from: https://www.scmwizard.com/functions-of-
logistics/

N.D.(2016) Evolution and Development of quality management
( WEB)
Retrieved from:
http://www.opentextbooks.org.hk/ditatopic/10609
N.D. (2018) History. (WEB)
Retrieved from:
http://www.americanlicorice.com/about/company-history
N.D.(2018) Lean Manufacturing and Six Sigma Definitions (
WEB)
Retrieved form:
http://leansixsigmadefinition.com/glossary/six-sigma/
N.D. (2017) Limitations to Six Sigma Steps and What to Do
About Them.(BLOG)
Retrieved from: https://www.lucidchart.com/blog/six-
sigma-steps-and-their-
limitations
N.D. (2018) Mistake-Proofing (WEB)
Retrieved from: http://asq.org/learn-about-quality/process-
analysis-tools/overview/mistake-proofing.html
N.D.(2017) Meeting Customers Expectations. (WEB)
Retrieved from: https://www.business.qld.gov.au/running-
business/consumer- laws/customer-
service/improving/expectations
N.D. (2010) The Pros and Cons of Six Sigma (WEB)
Retrieved from:
https://www.comparebusinessproducts.com/briefs/pros-and-
cons-six-sigma
N.D.(2018) Role of Managers in Total Quality Management.
(WEB)
Retrieved from:

https://www.managementstudyguide.com/role-of-managers-in-
total-
quality-management.htm
Sedam, S. (2013) 10 Management Tactics for Delivering
Quality. (WEB)
Retrieved from: https://www.probuilder.com/10-
management-tactics-delivering-quality
Tyson, L.(2016) Defining Kips: How to Choose Metrics that
Inspire Action (BLOG)
Retrieved from:
https://www.geckoboard.com/blog/defining-kpis-how-to-
choose-metrics-that-inspire-action/

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