Management Question

Overview

Ripped out of the headlines:

An FAA Computer Glitch Grounded Flights Across the US

You are on the elevator with the CEO of one of the airlines that were impacted by the Article. The CEO mentions that they do not know how exactly to handle the issue. They ask for your advice because you mentioned that you are a Quality Manager consultant. Using your knowledge about TQM principles and techniques that you have learned. What would you say to the CEO? (LO1) (LO2) (LO3) (LO4)

• Title Page
• Content
• Reference page
• You must follow APA format

Essential Activities:

In this course, all Learning Activities and Assessments will assist you in understanding Total Quality Management. As you learn and expand your knowledge you will be able to complete all of your assessments. This includes the Video Quizzes, Panopto Video, Student Teachback, Continuous Improvement Paper, Ripped Out Of The headlines article, and PowerPoint Presentation.

1. Reading Case 12, Total Quality Management: The Saturn Project will assist you in writing this discussion forum.
2. Reading the text, Total Quality Management: Building and Sustaining Total Quality Organization will assist you in writing the Ripped Out of the Headlines assignment.
3. Watching the video, How to improve production and quality in operations will assist you in writing the Ripped Out of the Headlines assignment.
4. Watching the video, Kaizen Methodology Tutorial will assist you in writing the Ripped Out of the Headlines assignment.

Notes:

1. This paper must be formatted in APA Style 7th edition.
2. Please refer to the written assignment rubric on the start here tab for this paper.
3. This paper is due Sunday at 11:59 PM EST.
4. Below is my discussion post ( must refer)
5. My experience at Fuyao Glass America has shown me that Total Quality Management is much more than inspecting finished products. It is a management philosophy that encourages continuous improvement, employee involvement, standardized processes, and customer satisfaction. In automotive glass manufacturing, even a small defect can lead to customer complaints, production delays, or expensive scrap. Because of this, quality must be built into every stage of production rather than inspected only at the end.In my prespective, the “Saturn project” serves as an excellent example of how Total Quality Management (TQM) principles can drive organizational improvement. TQM principles focus not only on producing high-quality products but also on continuous improvement, customer satisfaction, and the enhancement of teamwork and team culture. By integrating these concepts, the Saturn project pioneered a brand new, optimized model of automobile manufacturing. My own work experience at Fuyao also bears this out.One of the most valuable aspects of TQM at Fuyao is teamwork. As a Technical Supervisor, I work closely with operators, quality inspectors, maintenance technicians, and engineers to solve production problems. Instead of waiting for management to make every decision, employees are encouraged to report abnormalities, discuss root causes, and suggest improvements. This collaborative approach helps prevent recurring defects while improving both production efficiency and product consistency.Another important element is process improvement. Rather than relying on final inspection alone, our production lines continuously monitor key process conditions and product quality throughout manufacturing. When abnormal trends are identified, adjustments are made immediately to reduce waste, prevent rework, and maintain stable production. This proactive mindset reflects one of the main goals of TQM: preventing problems before they become costly failures.From my perspective, Fuyao has also improved its manufacturing system by integrating standardized work instructions, employee training, quality checkpoints, and data-driven decision making into daily operations. New employees receive structured training before working independently, while production teams regularly review quality performance and discuss opportunities for improvement. These practices create a culture where quality becomes everyone's responsibility instead of belonging only to the quality department.One of the most important lessons I have learned in this course is that TQM depends on continuous learning rather than one-time improvements. The PDCA (Plan-Do-Check-Act) cycle encourages organizations to test changes, evaluate results, and standardize successful practices. At Fuyao, small process improvements accumulated over time can significantly reduce scrap, improve yield, and strengthen customer confidence. This experience has helped me understand that sustainable quality is achieved through cooperation, prevention, and continuous improvement rather than simply detecting defects after production.
   
   ReferencesLuthra, S., Garg, D., Agarwal, A., & Mangla, S. K. (2020). Total quality management (TQM): Principles, methods, and applications. CRC press.
   George, S., & Weimerskirch, A. (1998). Total quality management: Strategies and techniques proven at today‘s most successful companies (2nd ed.). John Wiley & Sons.