Project Materials

ROLE OF QUALITY CONTROL AND INSPECTION IN CONSUMER SATISFACTION IN A MANUFACTURING FIRM

ABSTRACT

Quality control as a science may be traced back to the early days of mass production, most notably at Ford Motor Company. Inspection quality is marketed differently today than it was by its American pioneers. Although most quality control inspection theories are based on existing management theories, quality control inspection is solely concerned with their applicability to the benefit and efficiency of the organization’s operations.

Chapter one

INTRODUCTION

1.1 Background of the Study

The term “quality control and inspection” first appeared in an article by Dr. A.V. Fiegenboun, and it was later used in the book “Engineering and Management” (1961). Quality control and inspection, as perceived by it. American gurns have their roots in mass production and terrorism.

Taylor style management was at its peak in the United States at the time, and it had gone unquestioned even by behavioural scientists.

Quality control as a science dates back to the early days of mass production, particularly at Ford Motor Company. Today’s inspection quality differs significantly from what its American pioneers envisioned.

Quality systems have evolved considerably in recent years. Over the last 20 years. Quality control has replaced or complemented simple inspection tasks.

Quality assurance has evolved and refined over time, and the most forward-thinking businesses are increasingly focussing on inspection quality management.

This is due to: a. Customers realising that meeting the requirements of a specific quality system is not always a guarantee against creating and delivering non-conforming items to the client.

A quality assurance system does not inherently foster a continuous improvement approach to quality. It could simply indicate that there are procedures in place to ensure customer satisfaction.

b. Major customers have rigorous quality criteria.

c. Loss of market share to competitors.

d. Increased communication with employees from Japanese companies.

a. Published case studies that focus on how businesses have developed quality control inspections and the benefits of doing so.

f. Teaching internal quality exports like Deming, Fiegenbaun, Taguchi, Jurancrosby, and Shingeo (Dale and Plunketl, 1990). The notion of inspection quality is new to managers, resulting in limited practice. The singular idea of quality, control, or management is more common in modern management, although its definition varies.

Literature dealing with the concept of inspection quality and data continues to be produced as a result of the widespread interest in the subject matter of quality control inspection and business process improvement.

As a result, there is a large amount of literature covering the subject matter and its various aspects. Continuous cost reduction, productivity, and quality improvement have proven necessary for customer satisfaction to remain operational.

It is almost hard not to notice how quality has evolved into the most significant competitive weapon; many organisations have recognised that inspection quality management is the way to manage for the future. However, inspection quality is correct, unless by pure coincidence. There is an obvious need to harmonise some beliefs, particularly those linked to quality management.

Most customers’ understanding of customer and supplier is restricted to the interface between the supplier of raw materials to customer satisfaction and those who take or use the organization’s output.

This concept is limited in its application, as evidenced by the fact that everyone in a customer satisfaction is both a supplier and a customer to someone else in the same customer satisfaction (Oakland, 1993), a lack of understanding of which may frustrate the practice of inspection quality management.

Understanding this quality control inspection theory will result in improved organisational operations or business processes. To what extent are such principles known, accepted, and applied.

1.2 PURPOSE OF THE STUDY

Specifically, this research intends to evaluate

i. the level of awareness of quality control inspection at Michelin Nigeria Limited

ii. Michelin Nigeria’s acceptance of quality control inspections is limited.

iii. The scope of Michelin Nigeria’s quality control examination is limited.

iv, Determine the extent to which the practice of quality control inspection has resulted in the attainment of organisational goals. c, Providing a foundation for future study in this field in River State and Nigeria.

1.3 The Significance of Research

According to theory, any organisation, regardless of industry, nature, or activity, can employ inspection quality management approaches. Other theorists argue that only customer satisfaction with existing managerial difficulties or inadequate managerial structures requires quality control examination.

This research aims to discover the truth. Inspection quality management is an offshoot of other or earlier managerial constructs concepts and theories, which is visible because the notion of quality is clearly now, but not the concept of inspection quality management.

It is expected that quality control inspection will open new chapters in the quest for more better techniques of running customers, with the goal of achieving zero errors in production. Thus, research like this can suggest new directions in management theory.

Although most theories of quality control inspection are based on existing management theory, quality control inspection is solely concerned with improving their applicability to the benefit and/or efficient operation of the organisation.

Inspection quality is a management approach that has evolved from a narrow focus on statistical process control (Spc) to incorporate a variety of technical behaviour methods used in almost any measure, many of which are not industry specific, such as debtor rations and credit period. Labour turnover, employee age, level of training, and so on.

Benchmarking is a constant process of assessing a company’s products, services, and methods practices against direct competition or companies who are recognised and regarded as leaders (Baridan 1998).

The metric might be internal, unit-to-unit, competitive, by product function or service, industry leader, comparison with industry leaders, generic, or comparison of function or process that is the same across industries. Example: distribution (Baridan).

Benchmarking studies are conducted to identify best practices in critical process derivation from customers’ critical success factors, or CSFs (Akinduro 1997).