Choose A Company Not Used In Previous Weeks Of The Coursewor

Choose A Company Not Used In Previous Weeks Of The Coursewrite A 245

Choose a company not used in previous weeks of the course. Write a 2,450- to 3,500-word paper that includes: A brief overview of this company's product offering (manufacturing or service). This should be brief as the CEO knows this, but you are level setting with them for a common understanding. DO NOT FOCUS THE WORD COUNT HERE. Detailed description of why a quality program would benefit the company. (Note: this can be an expansion of the QC, QA or QM that is in place or if nothing is in place, why they should have something. Alternatively, if they have a solid QC/QA/QM program, it can be a suggestion to move to quality as a strategy / Big Q.) You are selling them on what to do based on your assessment.

Explanation of how the Voice of the Customer and Voice of the Market would drive the program. Be specific. The CEO has little interest in theory. They want to know specifics. How will it drive the program you are suggesting in terms of their business?

Description of how you would implement this quality program. (Again, CEOs want the high level details. Does the CEO have a role--spell it out to them. What are the steps, maybe even a project plan with milestones and timeframe. Incorporate best practice you learned from the course.) A list of tools and metrics you would use to ensure success (be specific for their industry and business). Explanation of how an external quality organizations would aid in determining your company's quality program.

Make a recommendation for a specific one to use--explain why you are suggesting they use this specific external quality organization, as in what's in it for them or their organization. Note: Make sure you support your paper with course concepts and illustrate your mastery of the concepts with real life examples from your company. See how many

Paper For Above instruction

In this comprehensive analysis, we explore the implementation of a robust quality management program tailored for Amazon, the global e-commerce and technology giant. Amazon’s core offerings encompass online retail, cloud computing via Amazon Web Services (AWS), digital streaming, and various logistics services. While Amazon’s reputation for rapid delivery and customer-centric approach is well-established, integrating a formalized and strategic quality program can significantly enhance its operational excellence, customer satisfaction, and competitive edge.

Amazon’s existing quality controls include rigorous supplier vetting, automated quality checks in its warehouses, and customer feedback mechanisms. However, adopting a comprehensive Quality Management System (QMS) as a strategic initiative—moving from reactive quality control to proactive quality assurance—would yield substantial benefits. Implementing a structured QMS aligned with International Organization for Standardization (ISO) standards, such as ISO 9001, could facilitate continuous improvement, standardized processes, and enhanced supplier and product quality. Such a program would streamline operations, reduce waste, and bolster customer trust through consistent quality delivery.

The Voice of the Customer (VoC) and Voice of the Market (VoM) are critical drivers in shaping this quality program. Customer feedback collected from reviews, returns, and customer service interactions provides real-time insights into product and service deficiencies. Analyzing this data enables Amazon to identify patterns—such as recurring delivery delays or product issues—and prioritize improvement initiatives. Market trends, including competitors’ quality benchmarks and emerging customer expectations, further inform targeted improvements. For instance, monitoring competitor fulfillment speeds or customer satisfaction scores helps Amazon calibrate its quality strategies to meet or exceed market standards.

High-level implementation of this quality program involves establishing a cross-functional Quality Leadership Team, led by senior executives including the COO and Quality Director. The project would unfold in phases: initial assessment and gap analysis (Month 1-2), development of quality policies and procedures aligned with ISO 9001 standards (Months 3-4), pilot testing in select distribution centers (Months 5-6), followed by organization-wide rollout (Months 7-12). Key milestones include employee training sessions, supplier audits, and deployment of quality dashboards. The CEO’s role would include endorsing the initiative, championing cultural change, and providing strategic oversight and resources to ensure commitment across departments.

To ensure success, Amazon would employ tools such as Six Sigma methodologies for process optimization, Statistical Process Control (SPC) for monitoring quality metrics, and Failure Mode and Effects Analysis (FMEA) for risk assessment. Metrics would include delivery accuracy, product defect rates, customer satisfaction scores, and supplier performance indices. Regular review meetings and continuous feedback loops would facilitate adaptive improvements.

Engaging external quality organizations can offer valuable benchmarks, certifications, and best practices. For Amazon, partnering with authoritative organizations like the American Society for Quality (ASQ) would provide access to industry standards, audit services, and training. ASQ’s certifications, including Certified Quality Engineer (CQE) and Certified Manager of Quality/Organizational Excellence (CMQ/OE), would reinforce Amazon’s quality culture. Choosing ASQ is strategic; it’s recognized globally for its comprehensive standards, professional expertise, and extensive network, which would help Amazon maintain a competitive advantage in operational excellence and customer trust. Furthermore, external assessments by ASQ could validate Amazon’s quality processes, opening opportunities for industry recognition and continuous improvement.

References

• Deming, W. E. (1986). Out of the Crisis. MIT Press.
• ISO. (2015). ISO 9001:2015 Quality Management Systems — Requirements.
• Garvin, D. A. (1987). Competing on the eight dimensions of quality. Harvard Business Review, 65(6), 101-109.
• Juran, J. M. (1992). Juran on Quality by Design. Free Press.
• American Society for Quality. (2020). Quality Management Principles.
• Kotler, P., & Keller, K. L. (2016). Marketing Management. Pearson.
• Feigenbaum, A. V. (1991). Total Quality Control. McGraw-Hill.
• Slack, N., Chamberlain, J., & Johnston, R. (2010). Operations Management. Pearson.
• Oakland, J. S. (2014). Total Quality Management and Operational Excellence. Routledge.
• Harari, Y. N. (2015). Sapiens: A Brief History of Humankind. Harper.