Introduces the systemic nature of product quality and the complexity of quality problems. A new director of quality assurance discovers an apparent quality problem. The actions of different departments and functions contribute to the problem. The new director must decide how serious the problem is, what to do about it, and how to go about orienting an organization toward a better quality attitude.

When George Mansfield was hired to run Segal Electric's quality operation, he was sure the company was serious about regaining its reputation for high-quality products. Now, only a month later, he's not so sure. While George was away at a seminar, Sharon Morse, the production supervisor, shipped some defective fans. George went to the general manager for support, but was told to work it out on the factory floor. Four business people--William A. Golomski, president of W.A. Golomski & Associates; Ray J. Rogal, director of quality for the Ford Motor Co.; Keith Larson, general manager of the Eastern Operation for Barry Controls; and Michael T. Cowhig, vice president of manufacturing at Gillette's Personal Care Group--offer observations about what went wrong in quality control at Segal.

Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to go about orienting an organization toward a better quality attitude.

Upper level managers often fail to realize the difficulties of first-level managers who may have once been among employees and now must form a new identity. Successful first-level supervisors establish a balance between informal authority and interpersonal influence, and responsibility. It is the responsibility of upper management to recognize the difficulties associated with the position and help supervisors develop a power base.