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Course work 2
Table of Contents:
Quality Management
1.0 Executive Summary
Europa Airlines faces in-flight quality problems. One of the most recent
and significant problem is the failure of its oven equipment. It is
imperative to note that most of the companys aircrafts are over five
years old, and the management had to request a vendor to replace the
catering equipment. The equipment included ovens for cooking a
variety of hot foods for passengers, flight crew, and cabin crew. The
firm awarded the tender after an e-auction. However, as mentioned,
the current equipment is in a deplorable state. For this reason, Europa
Airlines wishes to resolve the issue with Ozland Flight Equipment
(OFE). However, the latter company is unwilling to participate because
Europa Airlines rewired some of the equipment. As a matter of fact, its
management wrote to Europa Airlines that the product warranty is
invalid by virtue of the rewiring. Therefore, OFE claims that Europa
Airlines should send the equipment to them and the latters cost for
inspection for quality. The purpose of this document is to resolve the
issue at the earliest opportunity and prepare an ideal action plan to
address the quality problem adequately.
Supplier Requirements
Recommendations
Replace all ovens immediately if they are steam-based
Request OFE to do a preliminary test of the aircraft once more and
Replace the old ovens with new, compatible ones customised for
the company
2.0 Introduction
Is QFD the right tool to be used at this time?
from Europa Airlines because of their location and needs. One might
assert that the situation might have been different if OFE
manufactured complete catering equipment for Europa Airlines.
Instead, OFE made only one product for the catering department at
Europa Airlines, ovens. As a matter of consequence, the management
experimented with OKRC KOREA ovens on the basis of their fitting
into the compartments Boeing left for them.
Several aircraft catering-department-equipment manufacturing
companies seem to deflect from traditional methods of product
development to new, innovative ways of production. These companies
deploy improved strategies on the basis of a group and involve
customers in their business decisions (Burghouwt 2007, p. 36). For
instance, quality function deployment (QFD) is the integration between
manufacturing, engineering development, purchasing, design,
marketing, and production methodologies. The method involves a twopronged inquiry. Firstly, the company should conduct correspondence
and interviews with the quality manager and consult the corporate
managers of purchasing, engineering, and quality at OFE. Secondly,
they should use personal experiences from various employees with
experience in oven fixing and repair (Zaim & evkli 2002, p. 34). For
instance, it is imperative to consult a consultant from Boeing, or
employees from Qantas, Air New Zealand, and South African Airways to
understand more about oven-related issues in Boeing aircraft. As
mentioned, the customer is the most significant person in the business
(Politis 2005, p. 51). Therefore, the firm must find a way to satisfy its
consumers.
QFD serves three purposes in a company. Firstly, it allows consumers to
get high-quality, low-cost products quickly. Secondly, it gives the firm
customer feedback about the current equipment and allows it to chart
its future from the available customer-specific data. Therefore, it can
improve on the products with the deployment of strategies it
formulates on the basis of the market data and consumer feedback it
collects (Zairi & Youssef 1995, p. 15). Europa Airlines should expect to
understand the needs of its customers better, improve developmental
initiatives with little changes, increase performance, and define
products on the basis of the needs of customers. The company can
deploy QFD to achieve the most desirable outcomes and retain
consumers if they perform user needs segmentation and identify ways
to achieve desirable outcomes (Jaiswal 2012, p. 30).
Therefore, the QFD process involves working procedure, customer and
design requirements, aircraft component characteristics, and
operational requirements. It also entails proper three forms of planning
air. The company can also make use of other methods for quality
improvement such as Taguchi Method tools.
4.0 Conclusion
In conclusion, the QFD model is imperative in solving critical issues, in
quality performance through a customer-centric initiative. The model
stresses the importance of quality, function, and deployment;
therefore, it is indispensable in quality management. In the case of
Europa Airlines and Island Flight Equipment, the former accuses the
5.0 Bibliography
<http://epub.lib.aalto.fi/en/ethesis/pdf/12898/hse_ethesis_12898.
pdf>
Yahia, Z. M, (2010), "Quality function deployment and its extensions",
International Journal of Quality & Reliability Management, Vol. 27
(6), Pp. 616-640.
Zaim, M., & evkli, M., (2002),The Methodology of Quality Function
Deployment with Crisp and Fuzzy Approaches and an Application
in the Turkish Shampoo Industry, Journal of Economic and Social
Research 4 (1), Pp. 27-53.
Zairi, M., & Youssef, A. M., (1995), "Quality function deployment: a
main pillar for successful total quality management and product
development", International Journal of Quality & Reliability
Management, Vol. 12(6), Pp.9 23.