...Case Analysis Wengart Aircraft Case Week 5 At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction (Brown, 2011, p. 344). TQM is an organization-wide change movement towards streamline work-groups and structure. In a TQM effort, all members of an organization participate in improving processes, products. One of the large problems facing Wengart Aircraft is total quality management (TQM) is not being communicated clearly and concisely to the entire company. By Allen Yoshida doing a presentation to only the managers and supervisors on what TQM was this left room for “various interpretations of TQM” by the managers, supervisors and front line workers (Brown, 2011, p. 365). The fact that during the presentation Allen Yoshida did not clearly illustrate how TQM would affect the company’s everyday activities or how it would be implemented only further confuses the miscommunications happening thought the company. TQM calls for creating constancy of purpose for improving products and services. If the message received by the lower level employees is not consistence then the improvements or change will not be consistent either. Another large problem facing Wengart Aircraft is total quality management should be worked towards by the whole company, from the top of the company down, all groups should be embracing this change. CEO and other top managers visibly support TQM, which is not happening at Wengart Aircraft...
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...Wengart Aircraft Problems Macro There is a lack of understanding of TQM and how to implement it. Management did not fully commit to TQM; management looked at the TQM as a production issue and focused its leadership to solve the problem with its Vice President (VP) of production. It also failed to recognize that TQM is an organization wide effort and must be enforced, encouraged and supported from Top management in word, deed and philosophy at every opportunity. Training, is knowledge and management focusing on profits and not the implementation of TQM. There is lack of trust from unionized workers. The workers suspected this was profit motivated and perpetrated by top management to benefit top management with credit and profits. The workers held their own meeting and decided that increases in quality and efficiency meant cut backs in the labor force and loss of jobs. They decided on their own the way to fix the quality problems was to slow down the work and ensure their where no defects to the products before it left the factory. Their reasoning is by slowing production quality will increase and no one will lose their job. Inversely, if they increase quality and efficiency, jobs will be lost and this normally is blue collar jobs that get cut. Micro There is a deterioration of profits and lack of quality. Top management is focusing on profits and not TQM. There is wasted time and lack of team work between the different sections. Causes Some of the causes...
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...Webster University Rozan A. Riley HRDV 5630 – Final Exam 1. Review Wengart Aircraft Corporation case p. 395-396 2. Complete Case Analysis Form p. 397 3. Macro a. Top management did not thoroughly introduce and train TQM concept to employees in order to implement the needed changes to save the company. b. Communication deficiencies between management and workers sparked negative rumors and uncertainty among employees. 4. Micro a. Quality of production is impacting the company’s reputable reputation. b. Higher management wants to see higher profit margins. 5. Causes i. The company tried to implement TQM by directing Toshiba, 1 plant manager to implement the new direction. This was a mistake because TQM should be all of management playing a role in the transition process. They should have implemented training and had major communication meetings to relay the new process design and why the company needed to do so. ii. 6. Systems Affected i. Structural – the company structure is majorly disproportioned. The entire company rolls to 1 of 3 Vice Presidents. ii. Psychosocial - iii. Technical – The employees all lack proper training to keep up with competitors. iv. Managerial – Mangers lack proper training on how to effectively manage employees using TQM methods. v. Goals – First, goals should be evaluated and realigned to the new processes regarding TQM. Goals need to be effectively communicated to employees by all members of management. 7. Alternatives ...
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...Wengart Aircraft Case Study Wengart Aircraft Problems Macro There is a lack of understanding of TQM and how to implement it. Management did not fully commit to TQM; management looked at the TQM as a production issue and focused its leadership to solve the problem with its Vice President (VP) of production. It also failed to recognize that TQM is an organization wide effort and must be enforced, encouraged and supported from Top management in word, deed and philosophy at every opportunity. Training, is knowledge and management focusing on profits and not the implementation of TQM. There is lack of trust from unionized workers. The workers suspected this was profit motivated and perpetrated by top management to benefit top management with credit and profits. The workers held their own meeting and decided that increases in quality and efficiency meant cut backs in the labor force and loss of jobs. They decided on their own the way to fix the quality problems was to slow down the work and ensure their where no defects to the products before it left the factory. Their reasoning is by slowing production quality will increase and no one will lose their job. Inversely, if they increase quality and efficiency, jobs will be lost and this normally is blue collar jobs that get cut. Micro There is a deterioration of profits and lack of quality. Top management is focusing on profits and not TQM. There is wasted time and lack of team work between the different...
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...Lindo Enterprises is one of the small-scale industries which has established and positioned their product in the market. They are in the business of processing raw seafood into a packed-snacks. Their financial data had shown an increasing sales and profit year after year since 1998. However, they are faced with a challenge of maintaining their competitive advantage and market position through a sustainable 10% annual growth rate for the next five years. Achieving this target would require the considerations and a careful study of the major threat or problems that the business is, and is going to face. Competition is on the top list, distribution of the product both locally and internationally through export-consolidators considering the quality standard, the increasing worldwide trend towards health consciousness which negates the consumption of processed snack foods and the stricter health and sanitary requirements on the import goods of the export markets are the major threat that must be resolved or given action. The analyst had come up with the recommended plan of action that could counter strike the above mentioned threats or problems. A strong campaign for marketing strategies to promote the product and gain the competitive advantage, a nationwide distribution of the product must be targeted, a continuous innovation of the product focusing on its quality and standards that could surpass the export requirements and of course considering to go with the direct exporting which...
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...Charlotte Beers (Ogilvy & Mather) Case analysis At the point of planning to the launch of the business, the owner of the business is very passionate and usually experienced in the line-of-business; as David Ogilvy was at the age of 38 when he started his own advertising agency in 1948. Ogilvy & Mather, an advertising agency was started in New York and expanded worldwide. By 1991, O&M was ranked the largest marketing company in the world.[1] But there comes a time when a company must look to adapt a change. With competition growing, clients of O&M changed their demands. O&M was a high-cost agency that was failing in controlling their budget and lowering their cost; they failed to see the reason for a change. Due to that fact, O&M had lost few of their multi-million dollar accounts. Many companies may have either filed bankruptcy or have shutdown in the process of losing their clients but O&M was not the type of company that would give up that easily. In 1992, Charlotte Beers was appointed CEO of O&M and a massive change was underway. She was not the type of person who would dwell on the past, but instead look to better the future. Charlotte Beers clearly made an impression on the O&M employees as she had the ability to inspire. But more importantly, she came up with three strategies which turned the company around 360 degrees; Client Security, Better Work/More Often, and Financial Discipline. Yes these strategies were formed for an advertising agency...
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