Managing Quality Risk Research Articles

Managing quality risk in a frozen shrimp distribution process

Shrimp is a leading commodity of Indonesian fishery exports. Fresh shrimp is a perishable product due to the activity of certain enzymes contained in the body, the activity of bacteria and other microorganisms or because of the process of fat oxidation by air. It causes the shelf life of fresh shrimp can only last less than 24 hours at room temperature. One option in increasing shelf life is in the form of frozen shrimp. Company X is one of the exporters of frozen shrimp. In distributing its product, Company X faces several risks that can cause product damage. The purpose of this study is to identify potential risks in the distribution process of frozen shrimp in order to obtain a priority risk level. The steps taken in risk analysis are activity mapping, risk identification, risk analysis by using the Failure Mode Effect Analysis (FMEA) method, and the development of mitigation strategies. Based on the results of the risk analysis, five risks were identified and the highest risk is the risk of improper container temperature, which has an impact on product damage. Therefore, Company X needs to carry out regular checks during the distribution of frozen shrimp products and conduct maintenance of the cooling machine at the time the container is to be used so that the marketed products are maintained.

Perspectives on Quality Risk in the Building Process of Blue-Green Roofs in Norway

As climate change brings an increase in torrential rain events in Nordic climates, new technologies are developed to manage stormwater. Blue-green roofs are constructed as a means to reduce the runoff of stormwater from roofs and reduce the risk of urban flooding. However, compared to conventional roofs, blue-green roofs represent different construction and operation conditions, which may affect the long-term integrity of the roof. The purpose of this research is to understand the variety of perspectives on how different actors perceive and manage quality risks related to blue-green roofs—that is, the probabilities and consequences of defects. The quality risks of blue-green roofs have been investigated through document studies and interviews with actors in the Norwegian building sector. Data have been collected from actors across the building sector to map differences in how risk is managed from several perspectives. The findings show that actors view quality risk in very different ways. While building owners are primarily concerned with the quality of the finished product, the primary concern of other involved actors may be to ensure that eventual defects cannot be attributed to their own activities. The efforts of the various actors to reduce the risks in their own activities may not necessarily reduce the risk of defects in roofs. To ensure a more comprehensive management of quality risk in blue-green roofs, it is necessary to consider the perspectives and incentives of all involved actors. This way, a framework could be developed as a feasible tool in blue-green roof projects.

Managing quality risk in supply chain to drive firm's performance: The roles of control mechanisms

Product harm scandal can be viewed as a company's nightmare. In many cases, the source of defective or unsafe components may not be the manufacturing firm itself; rather, there may be problems inherent in the supply network. This research aims to investigate the effects of two focused risk management practices, namely supplier development and proactive product recall, on firms' performance. To scrutinise the impact of two types of control mechanisms, we investigate social control and formal control as antecedents of risk management practices, and explore their moderating roles on the relationship between risk management practices and firm performance. Based on the survey-based data obtained from 209 Chinese manufacturers, structural equation modelling and hierarchical regression are used to test the proposed hypotheses. The results show that both supplier development and proactive product recall significantly contribute to financial performance and quality performance. Furthermore, both formal control and social control are the significant antecedents of the two risk management practices. Most importantly, we examine the moderating roles of the control mechanisms on the relationship between the risk management practices and firm performance. Practitioners should be aware that the control mechanisms have different moderating effects, i.e. different type of control mechanism should be employed to facilitate the risk management practices in order to achieve a better firm performance.

Managing Quality Risk in a Frozen Shrimp Supply Chain: A Case Study

Frozen shrimp is a product that is very sensitive to temperature changing, therefore its quality has to be carried out from the supplier to customer stage. Quality itself consists of product hygiene and freshness as a healthy food. Company X as a frozen shrimp manufacturer faces quality losses of the product, which often caused by both production process and external factors. The accuracy of supplied shrimp specification and unpredictable supply demand pattern influence losses. This research analyse the quality problems of frozen shrimp product along its supply chain, involving supplier, Company X, logistic provider and customer. Firstly, all the activities are mapped by using Supply Chain Operations Reference (SCOR) model. Supply chain activities are divided into five categories namely plan, source, make, deliver and return. Secondly, potential quality risks are analyzed in a House of Risk 1 (HOR-1). Furthermore, some mitigation actions are deployed, then being analyzed by using HOR-2. Lastly, 41 risk occurance and 52 risk agents are identified. Regarding to the result of risk analysis, there are 11 most critical risk agents which is derived from the highest Aggregate Risk Potential (ARP). According to the selection analysis, there are 12 proposed mitigation actions to be implemented in Company X.

A novel approach to software quality risk management

SUMMARYSoftware quality is very important in today's competitive business environment. It is a critical constraint on software projects. Software organizations’ major objectives are delivering products on time and achieving quality goals. Quality is directly dependent on software processes, which are inherently variable and uncertain, involving substantial risk. Managing quality risk is an important challenge. The conventional approach to quality risk management for ongoing software processes has two major deficiencies: static analytic models are used, and structured methodologies to enhance processes and improve quality are not systematically applied. This new practical method uses Six Sigma and Monte Carlo Simulation for ongoing quality risk management. DMAIC (Define, Measure, Analyse, Improve, Control) is systematically applied as a tactical framework to enhance the process and improve quality. Simulation predicts quality (reliability) at the expected process end and identifies and quantifies risk. DMAIC is a verified structured methodology for systematic process and quality improvements. Monte Carlo Simulation is superior to conventional risk models. These synergetic enhancements eliminate observed deficiencies. The method has been successfully proven and applied practically on real in‐house projects. Substantial savings, quality and customer satisfaction have been achieved. An application on an internal project and obtained results are presented. The method is simplistically elaborated on a published third‐party project answering key research questions from practical perspectives. This CMMI® compliant method offers important benefits including savings, quality and customer satisfaction. Copyright © 2013 John Wiley & Sons, Ltd.