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TURNROUND AT THE PRESTON PLANT Summary Report Members Name: Mohammed AlMehairbi

Executive Summary This report analyzes the case study of the Preston plant and how it survived through adopting quality-based principles. The report answers four key questions related to the case study: (1) What were the most significant events that helped the plant survive? (2) How were the plant's processes brought under control? (3) How did gaining control of the process help the plant cut costs, improve its revenue prospects, develop new products, retain staff, and improve supplier relationships? (4) How many benefits of bringing the plant under control could be categorized as strategic? The report discusses the case study in detail, and concludes that by adopting quality-based principles and ensuring process control, the plant was able to improve its productivity, cut costs, develop new products, and retain its best staff. The report recommends that other organizations should also adopt similar principles to improve their operations and achieve success in the long run. Page 1 of 7

Table of Contents Introduction ..................................................................................................................................... 2 Discussion ........................................................................................................................................ 2 Conclusion ........................................................................................................................................ 3 Recommendations ........................................................................................................................... 3 References ....................................................................................................................................... 4 Page 2 of 7

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Introduction The Preston plant faced significant challenges in 2008 and 2009 due to issues with product curling and low productivity. However, through the adoption of quality-based principles, the plant was able to turn the situation around and become profitable by the end of 2010. This report analyzes the case study of the Preston plant and provides insights on how the plant was able to bring its processes under control, cut costs, develop new products, improve relationships with suppliers, and retain its best staff. The report is structured as follows: first, a discussion of the most significant events in the story of how the plant survived and how it implemented quality-based principles; second, an analysis of how the plant's processes were eventually brought under control and the role of Statistical Process Control (SPC); third, an examination of the strategic benefits of gaining control of the process and how it impacted the plant's competitiveness; fourth, an assessment of the strategic consequences of these improvements and how they set the foundation for future growth; fifth, a conclusion summarizing the findings of the report; and sixth, recommendations for how other companies can apply the lessons learned from the Preston plant. Discussion The implementation of quality-based principles at the Preston plant resulted in significant improvements in various areas, such as cost-cutting, revenue generation, product development, employee retention, and supplier relationships. By adopting statistical process control techniques, the plant was able to monitor and control its manufacturing processes better, leading to improved product quality and reduced wastage. As a result, the plant was able to cut costs significantly, which enhanced its profitability and competitiveness. Additionally, the improved quality of products enabled the plant to gain new customers and improve relationships with existing ones, which helped generate more revenue. Moreover, the implementation of quality principles fostered a culture of continuous improvement at the plant, which encouraged the development of new products and processes. Furthermore, the improved processes helped the plant to retain its best employees by providing a better work environment, increasing job satisfaction, and enabling personal and professional Page 3 of 7

growth. Additionally, the plant's focus on quality helped improve its relationships with suppliers, leading to more reliable and timely deliveries of raw materials and other inputs. Overall, the adoption of quality-based principles had several strategic consequences, including improved competitiveness, enhanced profitability, and improved relationships with stakeholders. Conclusion In conclusion, the Preston plant's successful turnaround story is a testament to the power of quality-based principles in operations management. The plant's adoption of SPC techniques, coupled with a culture of continuous improvement, led to significant improvements in process control and product quality, ultimately resulting in cost savings, revenue growth, and enhanced stakeholder relationships. However, the case also highlights the importance of leadership commitment, employee engagement, and supplier partnerships in achieving such outcomes. The successful implementation of SPC techniques at the plant required a strong commitment from the leadership, investment in employee training and development, and collaboration with suppliers to ensure timely delivery of high-quality inputs. Therefore, other companies seeking to improve their operations should also consider these factors in their quality improvement initiatives. Moreover, the strategic implications of the plant's transformation are significant. By demonstrating its ability to effectively manage quality and costs, the plant has enhanced its competitiveness and reputation in the market, which can lead to increased demand for its products. Additionally, the adoption of quality-based principles can help the plant in expanding its product portfolio, diversifying its customer base, and building long-term relationships with suppliers. Overall, the success of the Preston plant serves as a valuable lesson for organizations in various industries seeking to improve their operations, enhance quality, and achieve sustainable growth. Recommendations Based on the analysis presented in this report, the following recommendations are suggested for the Preston plant: Page 4 of 7

Firstly, the plant management should continue to focus on quality-based principles and strive for continuous improvement in their processes. The adoption of Statistical Process Control (SPC) techniques has proven to be effective in bringing the plant's processes under control, reducing costs, improving revenue prospects, and fostering better relationships with suppliers. Therefore, the plant should continue to use SPC techniques to monitor and improve its processes regularly. Secondly, the plant management should prioritize employee engagement and training programs to increase staff motivation and skill development. The company should develop a culture of continuous learning and innovation, with opportunities for professional development and employee involvement in process improvement initiatives. This will lead to better staff retention rates and a more productive workforce. Lastly, the plant management should explore the possibility of diversifying its product range and expanding into new markets. The improvements made in the plant's processes and the adoption of quality-based principles have provided a solid foundation for future growth. The company should leverage these improvements and explore opportunities to expand its product range into new areas or enter new markets to increase revenue and profitability. By focusing on continuous improvement and investing in employee engagement and training programs, the plant can continue to improve its processes, reduce costs, improve revenue prospects, and foster better relationships with suppliers. Additionally, the plant management should explore the possibility of diversifying its product range and expanding into new markets to increase revenue and profitability. (Report word count: 1029) Page 5 of 7

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References  Flynn, B. B., & Flynn, E. J. (2017). Operations management and quality. International Journal of Production Economics, 184, 118-126.  Goh, T. N., & Tan, K. C. (2012). Exploring the relationship between quality management practices and knowledge management practices. International Journal of Production Research, 50(5), 1315-1331.  Leung, S. Y., Bai, X., & Fung, R. Y. (2015). The impact of quality management on innovation in service firms: a case study of travel agencies in Hong Kong. Total Quality Management & Business Excellence, 26(3-4), 248-263.  Nair, A., & Paulose, H. (2019). Quality and productivity improvement in manufacturing using Six Sigma. International Journal of Quality & Reliability Management, 36(3), 394- 410.  Other Sources:  Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62-77.  Pyzdek, T., & Keller, P. A. (2014). The Six Sigma Handbook (5th ed.). McGraw-Hill Education.  Shingo, S. (1986). Zero quality control: source inspection and the poka-yoke system. Productivity Press.  Slack, N., Brandon-Jones, A., & Johnston, R. (2018). Operations management (8th ed.). Pearson. Page 6 of 7

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