Quality Systems Management for Almar Paint Company

QualitySystems Management for Almar Paint Company


The21st century brings about challenges to people and organizations tosignificantly improve the supply chain’s performance regardless ofthe size of their operation. These problems emanate from the need foran agency to improve the service levels through appropriatemanagement of inventory as well as the reduction of supply chainoperating costs. These may be coupled with the decrease of ordercycle time through shipment of correct orders and improvement ofsupply chain security as well as control. The present study focuseson the supply chain operations employed at Almar Paint Company withthe aim of developing ways of increasing the production rate andemployee retention. The achievement of these factors will requireimplementation of benchmarking and best practices in the provision ofdirection for the development of a strategic supply chain improvementplan. Most importantly, the essence of such factors entailsreflecting the company’s performance when compared to their peers.


Accordingto research, benchmarking refers to the search for the best practicesthat may drive an organization towards improved performance as wellas the ability to compare such their operations to similar functionsin another enterprise. Some of the methods employed throughbenchmarking entail the competitive product analysis where agenciesfocus on their marketing basis through comparing features orfunctional performance to customer perception. These may be followedclosely by a focus on the technology used where organizations comparethe degree of performance delivered against a standard. However, inthe case of Almar, competitive benchmarking provides the appropriatepractice in that it seeks to determine the specific actions taken bycompetitors to gain an advantage in the marketplace. The attainmentof such elements occurs through their strategic choices and capitalinvestments in products and processes. For instance, the East Coastdivision of Almar Paint Company produced 25 percent more paint thanthe West Coast division and had no defects. However, the challenge inthe outcome entails the fact that both plants apply similar operatorsand equipment and the essence of the benchmarking will be theidentification of the gap. The use of competitive benchmarking willallow the West division to target specific product designs, processcapabilities and administrative methods employed by the Eastdivision.

Additionally,a secondary strategy that may boost the operations at the Westdivision includes internal benchmarking which allows organizations tolearn from sister companies, divisions or operating units formingsimilar operating groups. The essence of these benchmarking elementsentails studying the internal research and development groups withthe aim of determining best practices that may reduce the timerequired for marketing new products. It also allows comparison ofperformance information for similar work processes as well asbusiness functions within the same organization. Most importantly,internal benchmarking allows the analysis of the core business unitswith the aim of identifying the potential areas of synergy orleverage existing across the organization. For instance, in the caseof Almar, internal benchmarking will allow the analysis of why andhow the East division performs at a higher level of effectivenessbased on their processes as opposed to the West division. It willalso allow determination of the best practices employed at the EastCoast division with the aim of identifying the key enablers of itssustained performance.

Theachievement of these elements will involve keyword searches such asknowledge sharing, best practices, strategic direction, and strengthsand weaknesses. The implementation of these factors may lead topotential results such as an objective assessment of the strengthsand weaknesses existing in the processes applied. These may becoupled with the development of methods and ideologies aimed atstimulating the perspective of private groups in a way that theydesire to work diligently. Additionally, some of the expectedoutcomes include overcoming internal resistance to appropriate changethrough the justification of the methods, operations, and resourcesavailable.

Besides,the uncovering of the data with the aim of analyzing and contrastingthe two plants requires answering questions question that will probeinto their differences. These interview questions include:

  1. What strategies are employed in your company to ensure effectiveness and efficiency in the production processes?

  2. How do you provide overtime management within the business policies to boost production?

  3. What are some of the strengths and weaknesses of your enterprise that ensures increased productivity and attraction of more clients?

  4. How do you manage to retain your employee personnel and how is their performance evaluated?

  5. Describe ways through which the company ensures quality assurance policies in the production process as well as the operations.

Surveyquestions for Employee Satisfaction Measurement


Strongly Disagree: 1-5







Strongly Agree: 1-5

The company provides quality services across all departments

Professionalism and courtesy of staff are implemented.

How satisfied are you overall with the services rendered or accessed in the past 12 months?

Management trains, supervises and provides sufficient self-empowerment and work environment platforms.

The wages and benefits received substantiate the responsibilities and roles carried out.

Questionnaireuncovering distinct differences in plant process regarding quantity

  1. What proportion of pigments, solvents, and resins does the company use to ensure production of quality paint based on the customer specifications?

  2. How long does it take to produce a 5,000-gallon batch and a 2,500-gallon batch and how long do production managers grant for overtime per week?

  3. What is the company’s baseline capacity regarding production and how much time does it incur in the quality assurance process?

  4. How does the company allocate resources such as overtime for their employees and how long does each get?

  5. What is the employee turnover rate at the company and how does it manage to retain their experienced personnel?