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production failed a quality inspection and were returned to the
original operator for reworking.
B&L Ireland undertook a number of steps to improve the
quality of the sunglasses it produced. In May 1983, B&L Ireland
established its own training program to ensure that its employees
were competent to produce quality sunglasses. At that time, B&L
Ireland employed one of its quality assurance auditors to serve
as a full-time instructor. During 1985, B&L Ireland hired a
second full-time instructor to become an instructor in assembling
metal sunglasses.
In a further effort to improve the quality of the sunglasses
it assembled and in order to help B&L Ireland establish standard
operating procedures for its sunglass assembly operations, during
1984, B&L Ireland's sunglass assembly operations underwent a
quality audit performed by the quality manager of its contact
lens operation. Shortly thereafter, the quality assurance
manager for the sunglass assembly operations was replaced. In
its production budget for its second year of operations (viz.,
1984), the management of B&L Ireland also reduced the estimated
number of SKUs to be produced by it as part of its continuing
effort to improve the quality of the sunglasses it assembled.
B&L Ireland's training program for operators lasted 13
weeks. When a new operator started, the instructor showed that
person the workstation and told that person the names of the
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