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Product Quality Management Flow Chart

Table of Contents

Introduction
Improvements
Conclusion
Reference List

Introduction

The process of promoting a product, in general, and a new technological brand, in particular, is a complicated task that needs a lot of attention to detail and understanding of how a team of experts needs to be managed. Having a part-time job involving the enhancement of the product quality and its further testing for the possible flaws so that the identified issues could be addressed and improved correspondingly, I have learned that quality management primarily implies the necessity to coordinate the actions of the people involved so that the result could meet the needs of the target audience. Going into detail, one must mention the need to create a proper schedule with the deadline for every objective marked as well as clarify the roles and responsibilities of each participant involved in the team.

Figure 1. Quality Management Flow Chart.

As the chart above suggests, the process can be improved significantly by adding the tools that will allow for the introduction of a better schedule and the rearrangement of the roles and responsibilities among the participants. Although the chart displays a rather reasonable alignment of the objectives of the project and a sensible approach toward managing the product promotion, the process lacks guidance and better leadership. Therefore, the project manager must consider redesigning the current schedule so that the project objectives could be completed in a timely and efficient manner. Also, the issue concerning the responsibilities of each participant needs to be revisited as the chart above displays the lack of compliance with the items in question (Schroeder, Goldstein, & Rungtusanatham, 2013).

Improvements

With the above information in mind, one must view the rearrangement of the leadership strategy and the current approach to time management as the further steps that will have to be taken to improve the process of quality management and make sure that the existing standards are met. Particularly, the reconsideration of the hierarchy within the project must be considered the first step towards improving the quality of the overall service. It is essential that the contributions made to the project should be visible to all participants involved and that each of them should be able to provide feedback regarding the changes in question (Burke & Barron, 2014).

Also, the time management issue needs to be addressed as well. Partially, the current delays are caused by the inability of the project members to comply with the role that they are assigned. Thus, arguably, once their roles and responsibilities are redistributed by the skills and experience of the participants, meeting the deadline will become a possibility. However, the subject matter should also be approached from the perspective of the leadership process (Oakland, 2014).

Conclusion

The process of identifying the quality of the products retrieved as a result of the project might seem the mere act of redistributing responsibilities among the participants. However, it, implies a redesign of the project structure, therefore, introducing a new system of time management and, more importantly, a new leadership model that will guide the participants to a better understanding of their tasks and impact on the project. Therefore, the process of promoting change in the designated setting must incorporate not only changes in the schedule but also the reassignment of tasks among the members of the project and the provision of the necessary guidance by an efficient and confident leader. As a result, rapid progress is expected.

Reference List

Burke, R., & Barron, S. (2014). Project management leadership: Building creative teams. New York, NY: John Wiley & Sons.

Oakland, J. S. (2014). Total quality management and operational excellence: Text with cases. New York, NY: Routledge.

Schroeder, R., Goldstein, M. J., & Rungtusanatham, S. (2013). Process flow analysis. In Operations management in the supply chain: Decisions and cases (pp. 110-133) (6th ed.). New York City, NY: Richard D. Irwin, Inc.

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