-being in the operations, it is our utmost drive for productivity always but never sacrifice quality just to meet production targets. -infrastructure must be in place to ensure quality will lead productivity. -if we can’t support production with the needed tools then operating it with quality will be of just a hallucination.

Quality is a relative concept, and as such clear and realistic specifications aimed at fulfilling customer expectations in terms of cost versus benefit need to be at the centre of output goals. The cost of managing returns and disposal or rectification of substandard product should be considered when determining the output goals - reducing assembly line speed may cost less than reverse logistics. Controls also need to be deployed to catch quality issues early in the process: raw materials and packaging non-conformance need to be picked up at receipt - rejection at that point is significantly cheaper than reworking or wasting semi-complete or completed production. In-line quality checks should identify, diagnose, and drive rapid correction.

Quality of products is as important in achieving targets. Quality of products means customer satisfaction. It also provides long term association and trust of customers. Efforts are to be made to increase production without compromising with quality.

I agree with most of the methodological aspects mentioned. However, I see the decisive factor in values and quality attitude of the entire team. The methods are only really effective with a committed customer-oriented mindset, a healthy willingness to perform and a passion for the product. I would prioritize paying attention to identification with the company in recruiting, creating a trusting, collaborative atmosphere and cultivating a positive error culture.

1. By implementing QMS. 2. After defining Production & Quality targets. 3. By giving training to team members. 4. Evaluation of process.