Weingart Aircraft Case

Arumugam, V., Chang, H., Ooi, K., and Teh, P. (2009). "Self-assessment of TQM practices: a case analysis", The TQM Journal, 21(1), 46 – 58. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=1766744&show=abstract#sthash.TkDGZoZ7.dpuf

In early 1990’s, Teradyne experienced a major change in leadership with the new CEO Alex D’Arbeloff. Alex grew interested in the risk of losing Teradyne’s competitive edge due to quality and reliability concerns. Although D’Arbeloff believed the team was exceedingly competent, he believed there were major operating problems regarding reporting and performance measurements. To minimize these problems, D’Arbeloff embraced total quality management (TQM). After 5 years of intensive effort, TQM principles were embedded into most aspects of work at the company and resulted in noticeable improvement in manufacturing quality and customer service. However, the engineering organization was resisting TQM because of the resulting late and over budget projects.

Also, the company has to ensure the existence of business processes and ways of acquiring its merchandise possess the traits that can be analyzed, measured, controlled and improved. The firm and the top leadership have to realize that, a sustainable level of quality improvement, calls for the commitment of everybody in the organization and more importantly, the top-level management.

10."Eliminate slogans". Another central TQM idea is that it 's not people who make most mistakes - it 's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive.

This case analysis focuses on Organizational Development (OD) techniques that Wengart Aircraft Company can utilize to implement a Total Quality management (TQM) program to integrate all aspects of the corporation to enhance production operations, improve overall quality of workmanship and products, increase output, maximize profits and simultaneously improve management and employee relations. Wengart Aircraft attempted to implement a TQM program based upon earlier recommendations by an OD practitioner; however, Wengart top management officials failed to fully comprehend the collective involvement and commitment required by management and its workforce to implement the program and successfully achieve

Smithers lost credibility with the first TQM graduates given the basic concepts being taught proved ineffective when employees attempt to implement what they learned. Employees saw first had that their efforts were ineffective in resolving a simple bouncing cart or protruding electrical outlet problem. Smithers and Murphy clearly did not have the support of senior corporate management on the TQM concept.

The following is an attempt to analyze AT&T's use of Total Quality Management throughout its organization. Since AT&T is an elaborately enormous corporation I will focus my study to AT&T Power Systems/Lucent Technologies. This division of AT&T has been the industry standard for excellence since TQM was first introduced to the company. AT&T Power Systems has become one the world's most dynamic companies because of its use of TQM. I will provide a brief description of who AT&T Power Systems is, a description of the events that lead up to its use of TQM, AT&T's TQM philosophy, and how this philosophy was implemented. Finally I will discuss the benefits AT&T Power Systems realized through their use

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

Using the Pirelli Cables Study, the organisation selected Total Quality Management (TQM) to help solve ongoing operational problems, such as staff turnover, quality problems and also develop customer and employee relationship.

Total Quality Management is absent from the organisation. The company is not focused on continuously improving process performance through measurement of Key Performance Indicators, followed by appraisal and review.

Many people have come up with methods and statements which are available to businesses to look at and use to keep on top of quality management, the people who will be mentioned will be Deming, Crosby and Ishikawa.

Critically assess an organisation (from any sector or size) in relation to the application of “Quality Culture” and its relation to the “Global Competitiveness”. Devise and discuss an improvement plan. Your response should include an introductory section containing key organisational contextual information such as, sector, products, numbers employed, key finance measures, growth trends, market trends.

While I agree that Quality improves organizations, businesses, and individuals, Total Quality Management (TQM) as a system for improvement loses its effectiveness based on the present culture, business methodologies, and globalization of markets.

Anjard (1995) argues that it is no longer a luxury or a question as to whether Total Quality Management (TQM) philosophy should be adopted. He states that “unless we adopt the concepts of continuous improvement, we are guaranteeing organizational obsolescence”. TQM is a visionary movement which represents a final recognition of a management philosophy that encourages employees to share responsibility for delivering quality services and products. Commitment from the top as well as a willingness to transform an organization from the bottom up is essential for effective implementation. More importantly Anjard (1995), goes on to say that effective TQM managers lead, coach and mentor amongst other things and that managers must train everyone and provide them with the knowledge, skills and tools needed for continuous quality improvement.

When employees want it to work, TQM will work. Unfortunately, this also works in reverse. Richard L. Williams states, “TQM doesn’t come from the efforts of a few committed individual. It happens only when the vast majority -if not everyone- in an organization demonstrates a daily commitment to TQM principles.” W. Edwards Deming, an industrial engineer, realized that it was in fact the employees that controlled the process. Deming believed TQM had to be the foundation of every company and from there he developed his “Fourteen Points.” The first point emphasized the importance that profit was the outcome of great quality. From there, the entire company needed to adopt a new quality philosophy where responsibility was assumed by all in the company. If not, there would be no long-lasting results. Many believe that quality is something that can be done “after the fact,” yet it is quite the opposite. Quality must be the foundation, not a simple add on to a company’s daily processes. While focusing on quality, supplier interests, concerns, and commitment to the highest customer satisfaction should be the focus of attention. One of the most important points requires employees to internalize that what is good enough for today is not good enough for tomorrow. Continuous improvement is imperative. In order to do this, training for employees must be specific in order to yield successful production. Leadership must be effective and constantly evolving