Terry Guentner, the production manager, was grumbling about the new quality cost system the plant controller wanted to put into place. ?oIf we start trying to track every bit of spoiled material, we’ll never get any work done. Everybody knows when they ruin something. Why bother to keep track? This is a waste of time. Besides, this isn’t the first time scrap reduction has been emphasized. You tell my workers to reduce scrap, and I’ll guarantee it will go away, but not in the way you would like.??
Required:
1. Why do you suppose that the controller wants a written record of spoiled material? If ?oeverybody knows?? what the spoilage rate is, what benefits can come from keeping a written record?
2. Now consider Terry Guentner’s position. In what way(s) could he be correct? What did he mean by his ?oguarantee?? concerning scrap reduction? Can this be avoided? Explain.
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