Running head: UNIT 6 DISCUSSION
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Quality Improvement Plan (QIP) & Root Cause Analysis (RCA)
Bernard Owusu Amponsah
Park University
MBA 576: Operations Management
Dr. Kevin Loy
November 23, 2022
UNIT 6 DISCUSSION
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Abstract
Sometimes “good enough” is indeed sufficient. Companies with no competition should not worry
about improving the quality of their goods and services. Standardized quality control procedures
keep clients loyal. Developing improvement models isn’t without twists. A Quality Improvement
Plan (QIP) promotes a culture of continuous quality improvement that demands organization-wide
commitment. It’s crucial for delivering high-quality services and improving agency-wide care. An
agency’s quality improvement strategy measures and structures quality improvement processes
(Office for People with Developmental Disabilities, n.a). We will need to establish a Quality
Improvement Plan (QIP) and root cause Analysis (RCA)to evaluate the supplied quality of our
products, including some shorts with inaccurate size labels and boys’ shirts with buttons on the
wrong side.
UNIT 6 DISCUSSION
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Quality is key to pleasing and maintaining clients, so they continue to buy from you.
Quality products boost long-term sales and profits. They permit greater prices. Quality is
defined as the consistent capacity of a product or service to meet or exceed client expectations
(Stevenson 2021).
Producing high-quality items will boost Kibby and Strand’s reputation score, earnings, production
costs, production or service problems, market share, and customer loyalty.
There have been some complaints by our customers regarding the quality of our products
and as the production manager, it is my responsibility to address this issue by improving quality.
Successful firms utilize continuous improvement to drive value, and quality improvement is one
of the cheapest ways to boost ROI (ROI). One of the following two strategies may be utilized to
enhance quality:
—hen there are known flaws in your products, you should lessen or eradicate the flaws.
For example, decreasing the faulty rate from 10% to 5%.
—hen there are no evident quality issues, but you want to enhance quality to reach the next
level of performance, for example, from 2.5% defective, where everyone is satisfied, to
1.5% defective, for competitive reasons. This is comparable to going from “excellent” to
“fantastic.”
A process improvement plan is a proactive, well-documented way to uncover wasteful processes.
As the production manager, we are adopting the Plan-Do-Check-Act (PDCA) Cycle for our
quality Improvement Plan.
Plan: Record the steps of the current procedure, Data should be collected on the process or the
problem, analyze the data and make a plan for improvement, and specify ways to evaluate the
plan.
UNIT 6 DISCUSSION
Do: Carry out the plan, keep a record of any modifications made, and gather information for
subsequent analysis.
Study: Conduct an analysis of the data gathered during the doing phase.
Compare the achieved results to the goals that were established during the planning process.
Act: If the results are successful, standardize the new method and communicate it to the relevant
personnel. If the results are unsuccessful, revise the plan and repeat the process. If the results are
successful, standardize the new method and communicate it to the relevant personnel. If the
results are unsuccessful, revise the plan and repeat the process.
Below are the breakdowns of PDCA Cycle for the quality improvement Plan:
1. Recognize the problem
2. Form quality improvement teams
3. Define the problem
4. Develop performance measure
5. Analyze the problem
6. Determine possible causes
7. Implement the solution
8. Evaluate the solution
9. Ensure performance
10. Continuous improvement
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UNIT 6 DISCUSSION
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Root cause Analysis
Root cause analysis (RCA) identifies problem causes to find remedies. RCA assumes that
preventing and solving fundamental causes is more effective than treating ad hoc symptoms and
fires (tableau, 2022). In simple language Identifying the Whys’ and solving them.
Checklist for Using the Root Cause Analysis (RCA)
The following are the checklists that Kibby and Strand will use to determine the fundamental cause
of the problem and its solution:
„efine the Problem
This methodology aims to clarify the problem, such as poor stitching or erroneous sizing
on shirts and short labels.
†ind causes
This step focuses on possible event causes. In this phase, find as many causes as possible,
such as human mistakes, machine errors, understaffing, etc.
„etermine the root cause
This stage identifies the problem’s cause. Several tools can assist us to succeed. Using the
Five Whys to determine consumer complaints. Next, we solve the root cause.
†ind Solutions
Brainstorming is an efficient way to uncover potential solutions in a team context. Factory
workers or anybody can participate. Recalibrations and personnel training are examples.
ct
This stage implements the team’s answer. The team must assure the change’s sustainability.
UNIT 6 DISCUSSION
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Evaluate the Solution
The solution’s effectiveness is measured. The team must examine the solution critically to
ensure it worked. These techniques enable Kibby & Strand to satisfy client needs and boost profits.
UNIT 6 DISCUSSION
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References
Office for People with Developmental Disabilities. (n.a, n.a n.a). New York State of
Opportunities. Retrieved from New York State of Opportunities website:
https://opwdd.ny.gov/system/files/documents/2020/01/key-elements-of-a-good-qip.pdf
Stevenson, W. J. (2020) Operations Management, New York, NY: McGraw-Hill Education.
tableau. (2022, a.d a.d). salesforce. Retrieved from salesforce website:
https://www.tableau.com/learn/articles/root-cause-analysis

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