Quality Management Strategies at Axon: Continuous Improvement Insights

Sean Meredith QSO 690: Topics in Operations Mgmt. 2-2 Short Paper: Quality at Axon June 1, 2024

Introduction Axon is manufacturing company that produces non-lethal tasers and body cameras for law enforcement. The company was founded in 1993 by Rick Smith after two of his friends were murdered in a road rage incident (Axon, n.d.). There are 3 models of tasers that Axon manufactures, the X2 X26P and the Pulse a consumer grade weapon. Axon manufactures their tasers, body cameras, and weapon cartridges in their 40,000 square foot facility in Scottsdale Arizona. Evaluation Axon Continual Improvement Program The ACI program is a program created by Axon for employees to contribute ideas and suggestions each week. Some areas I would investigate are the percentages of each department contributing and the process of how each submission is evaluated. Does management choose the priority of each submission or does the company follow Six Sigma and utilize the priority matrix? The priority matrix uses variables to rank each suggestion. This process is used by sorting tasks through a chart comparing impact and effort (Asana, 2024). If a suggestion has a high impact and high effort it would take precedence over a low impact low effort suggestion. To support the Priority Matrix would the company also use Pugh Analysis to compare and contrast these suggestions? Daily Meetings Each morning Axon conducts morning meetings to discuss company metrics. How are these metrics measured and discussed? If there are concerns and issues due to performance does the company utilize the “5 Whys” process to determine the root cause? The “5 Whys” process is

the practice of asking why for each process until there a root cause is discovered (LEI, n.d.). If this is a process the company is not using for the daily meetings, this is something they should consider implementing. Recommendations Axon has a very solid framework set in place. To help further in the company’s continuous improvement journey the company needs to focus on sustainability. With the recent change from a top-down to a bottom-up hierarchy the change should be monitored to ensure that the transition is successful. Analysis The company has made great strides to improve and promote a quality culture at Axon. In earlier stages the company had been facing quality issues they could takes days or weeks to resolve. With the company’s plan to implement a Six Sigma project, the company was able to control and improve the issues by opening the line of communication between management, engineers, and the manufacturing employees. Once management asked what they can do to improve the work environment that’s when improvements in production started. The company’s policy that anyone can stop the job allows employees to feel comfortable and safe in the workplace. This promotes a culture of safety which helps with productivity. If an employee feels that they have a voice and a purpose, that builds morale within the company and shows that the employee is valuable and more than a number. Six Sigma Topics Total Quality Management

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Utilizing TQM methodology allows Axon to measure a products quality during the entire manufacturing process. Axon tests their products every step of the manufacturing process from raw materials to final product. This allows for any issues to be addressed at that stage to determine if it is a mechanical issues or quality issue. Systems approach to TQM The adoption of Six Sigma management principles by Axon's management signifies a commitment to continuous improvement and operational excellence. Six Sigma methodologies focus on reducing defects and variation in processes, leading to enhanced efficiency and quality. By training management in Six Sigma, Axon demonstrates a proactive approach to optimizing their operations and delivering superior products and services to their customers. Process Control Six Sigma At Axon, management has taken to steps to promote employee engagement and insight in their continuous improvement goals. By allowing employee input, they have shown they value their employes through this process. Axon practices the use of daily meetings, whiteboards for ideas and brainstorming, and suggestion boards as ways for employees to voice their concerns and opinions. Opening this line of communication has helped Axon’s culture tremendously. Quality Culture Since Axon has changed the management style from a top down to a bottom up style this has allowed better communication between management, engineering, and manufacturing employees. Employees are more engaged in manufacturing processes which has not only increased productivity and efficiency it has also increased morale. The company also follows the

culture that anyone can stop the job. This allows employees to feel comfortable in reporting any problems or concerns which helps creates a safer workplace. Cost of Quality The values Cost of Quality (COQ) as:  Scrap as a percentage of total production.  Average labor cost per unit compared to expected labor cost.  Average material cost per unit compared to expected material costs. The company has also reached a reduction in scrap from 2.5% to under 1% while reducing the floorspace by 30% which calculates to savings of over $400,000 dollars. Response A response plan is beneficial to the company as a way to mitigate problems that could occur during the manufacturing process. The company has worked towards risk mitigation through employee engagement. When there were problems in past it could take weeks to resolve the problem, now most issues are solved within hours. The implementation of the Six Sigma Black Belt project helped improve response times through communication and employee engagement.

Reference Asana. “There’s a Better Way to Prioritize Work.” Asana, 24 Oct. 2022, asana.com/resources/priority-matrix. Lean Enterprise Institute. “5 Whys - What Is It?” Lean Enterprise Institute, www.lean.org/lexicon-terms/5-whys/#:~:text=5%20Whys%20is%20the%20practice.

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