Case study “Modern Ad Agency"
Q1. What mistakes did Newberg and the steering committee make in the initial development of the protocols and documentation and the early implementation stage.
During the initial development, Michael Newburg and the steering committee made various mistakes which hindered the implementation of management system. First, they failed to register the Fortune 500 consumer products under ISO registration (Evans, chapter 7). The company had a problem in management system and the registration could help the Modern Ad Agency to meet the customers’ needs. Secondly, Newberg and the steering committee had set the documented system and system upgrades but they failed to set a launch date for mega products and the failure was contributed by miscommunication. Thirdly, managers, process operators and supervisor had no enough time to set plans and instructions on how to apply applicable elements in the management system. This caused a big problem where customers were receiving noncompliant products regardless of Modern Ad Agency guarantee on implementation of quality management system (Evans, chapter 7). Fourth, there was kind of chaos between the operating managers because not all managers could understand the new changes since there was boundary between the departments and this means that they were not moving in one direction. In addition, due to poor management and incompetent leaders, they could not understand their responsibility as well as the power in changing the management system. Other thing which contributed to failure is that there was an incomprehensive plan, inadequate coordination and discontent (Evans, chapter 7).
Q2. What were the early indications that the system was not working as planned, and why were thry ignored? Why weren’t improvement efforts more effective?
It is important to note that early indicators come into sight when they failed to launch date and a faulty ad copy and the failure was contributed by lack of effective communication. This was a big mistake and there could be no smooth operations without DAA protocols and quality checks (Evans, chapter 7). Other early indication is that the quality system was not functioning well. This means that there was an ineffective operation and the managers’ efforts to implement new system were not effective as they could not comprehensively understand their responsibility and authority as well (Evans, chapter 7). The improvement efforts were also ineffective due to lack of coordination among supervisors and employees. Initially, the training was focused on employees who were on lower class where managers could not get the important requirement of the organization.
Q3. What steps should be taken to revise and implement an improved organization structure and quality management system?
Quality management is very important in moving on the organization. Managers should find the best management approach and strive to offer quality management system, products and services which will meet the customers’ requirements (Evans, chapter 7). In order to apply the best company’s operations, managers should follow the following steps; first, managers should create improvement plan. After the baseline is made, it is important to take the customer feedback from all departments and set smart goals format with improvement plans and this will help all departments and specific staffs to follow one direction (Evans, chapter 7). Secondly, to implement quality organization structure and system, it is important to put in quality policy. This quality policy is for promotional purposes and it determines the organization statement based on organization committeemen and improvement. Third, quality procedure is much required as it includes responsibility and authorities, document control, work instructions, activities description, purpose among other important things (Evans, chapter 7).
Reference
Evans, James R.Edition: 7th ISBN: 978-1133955931. Quality and Performance Excellence. Publisher: Cengage Learning.
