A Successful Interview with Manager in a Medium-sized Company

As soon as asked how he planned to implement his company's goals toward compliance in the EU directives, Mr. Dobbs expanded on each his philosophy of management as well as the methods by which he efficiently accomplished a company-wide procedure for certification (1996, November).

Prism Devices, located inside the Silicon Valley of California, manufactures and sells sophisticated medical implants for use in maxillofacial and reconstructive surgery. The business was founded by Dr. Joshua Jones, a pioneer inside the development of reconstructive devices for patients with facial deformities following car accidents or with other varieties of facial trauma. The company created inside mid-1970s on an entrepreneurial basis, until it grew to a size where a far more formal management structure needed to become put into place. Dr. Jones was a business believer of the management theories of Fayol (1946) and Drucker (1989) but recognized that, inside rapid globalization with the medical device industry, new methods and means had been required. He subsequently hired John Dobbs, who were schooled inside contingency and strategic management theory.


When all pertinent info regarding the accreditation method was evaluated, analyzed, and interpreted, the following phase was put into effect. At Prism, the causes that had been weighed to produce a final decision had been ranked as follows: reputation, past relationship, expertise, cooperation, response time, and availability. Depending over a size and structure on the company, that choice may be created by a single individual or a committee. Though Dr. Jones, as CEO, could have made that decision by himself, he referred to John's recommendation that a committee be used, in component because it is one more way of keeping all of executive management involved.

Once the company has determined which with the various kinds of quality certification will probably be required, ensuring that executive management is fully involved in this system is important. John's experience with strategic planning came to beneficial use during this phase on the qualification program. He decided to apply the plan, do, check, act (P-D-C-A) cycle as described in Knol (1995, pp. 10-12). The essence of this plan entails that, at any point in time, essentially the most way to your system to work need to be known, and everyone involved during the technique needs to be while using finest approach.

In departing, John quoted Juran (1995) by saying that the "integrated and continuous effort of all members of an business to meet the requirements and expectations in the customer" (pp. 596-599) stands out as the only way by which a company under modern global problems can hope to remain competitive and profitable. Approached methodically, the steps for certification to enter the European industry need not be overwhelming. And also the additional experienced a business becomes, the much better off it will be, mainly because this program is ongoing. In addition to follow-up audits, recertification is required every 3 years.

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