Motorola is known as a company that saved itself. They are one of the companies mentioned in the1980 television documentary on productivity, If Japan Can, Why Can't We? This program illustratedthe quality and productivity problems of numerous companies.In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets. In1974, Motorola sold their television plant to Mitsushita. Using the same American labor force andJapanese quality management techniques, television sets were produced with an average of only 4defects per 100 sets.Motorola continued to produce two-way radios, pagers, cellular radiotelephones, and other elec-tronic communication systems. In the 1980s, customers complained that Motorola's paging systemswere not meeting quality standards; Japanese-made pagers were. Top Motorola executives could ei-ther continue losing customers and market share to Japan, as they did in consumer electronics dur-ing the 1970s, or they could develop a new company culture and insist on TQM.Motorola restated company goals for quality improvement of processes, global market share, andemployee involvement. They invested heavily in training, with each employee (top-down) requiredto take a minimum of forty hours of training each year. They promoted a quality culture by provid-ing workers with a greater degree of job security. Employees are no longer fearful of making sugges-tions or even suggesting ways to eliminate their own jobs.1. Giving people authority to make decisions and take actions does not mean they will makegood decisions. How or what can be done to help? Why is removing fear helpful?2. Managers basically want their company to do well. Why do many managers drift away fromTQM or fail to implement basic elements of TQM?3. What motivated Motorola to change? Why could they do it when other companies havefailed?4. In the 1970s, do you think Motorola lost touch with employees? Customers? Process? Givean example of each.

"Since you have asked multiple questions we will solve the first question for you. If you want any…

1. Giving people authority to make decisions and take actions does not mean they will make good decisions. How or what can be done to help? Why is removing fear helpful? 2. Managers basically want their company to do welI. Why do many managers drift away from TQM or fail to implement basic elements of TQM? 3. What motivated Motorola to change? Why could they do it when other companies have failed? 4. In the 1970s, do you think Motorola lost touch with employees? Customers? Process? Give an example of each.

1. Giving people authority to make decisions and take actions does not mean they will make good decisions. How or what can be done to help? Why is removing fear helpful? 2. Managers basically want their company to do welI. Why do many managers drift away from TQM or fail to implement basic elements of TQM? 3. What motivated Motorola to change? Why could they do it when other companies have failed? 4. In the 1970s, do you think Motorola lost touch with employees? Customers? Process? Give an example of each.

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 10DQ

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Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Describe and explain what effect does quality management have on productivity?
Adrian Elton, Manufacturing Director at the FloRoll Manufacturing Company, was determined that his manufacturing quality would be second to none within the industry. Over a period of a year he transformed the plant so that scrap and rework was reduced by 50 per cent, and the quality of product leaving the company was acknowledged to have vastly improved. Yet the return rate from the field to rise due to product failures after a relatively short time of operation. . This problem was traced to a design fault and to a component supplied by one of the company's main suppliers. What lesson in quality has Adrian forgotten? '
A production operation is making 150 pieces of a product by engaging 5 workers for 300 hours. However, 40 percent of the products appear to have various quality problems and the company decides to sell them as seconds at a price of €50 each when the normal product is sold €150 each. What is the productivity of the company? In an effort to improve the situation, a number of initiatives were proposed including a scheme where for every improvement 50 percent will be given to workers and the other 50 percent will be held by the company. This resulted in a significant drop in defects, as now only 10 products were faulty out of an output of 130 pieces. What is the new productivity of the company, and what will be the earnings per hour of the workers under the bonus scheme, if the cost per piece is €70 both before and after the scheme?
2.1. Backwoods American, Inc., produces expensive water-repellent, down-filled parkas. The company implemented a total quality-management program in 2014. Following are quality-related accounting data that have been accumulated for the five-year period after the program’s start. Year 2015 2016 2017 2018 2019Quality Costs (000s)Prevention $3.2 10.7 28.3 42.6 50.0Appraisal 26.3 29.2 30.6 24.1 19.6Internal failure 39.1 51.3 48.4 35.9 32.1External failure 118.6 110.5 105.2 91.3 65.2Accounting Measures (000s)Sales $2,700.6 2,690.1 2,705.3 2,310.2 2,880.7Manufacturing cost 420.9 423.4 424.7 436.1 435.5 a. Compute the company’s total failure costs as a percentage of total quality costs for each of the five years. Does there appear to be a trend to this result? If so, speculate on what might have caused the…
CASE 1 Motorola known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity, If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pagers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards: Japanese-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in consumer electronics during the 1970s, or they could develop a new…
After working as an assistant manager for two years, Rebecca Learner was promoted to the manager position. She did not have a degree from university, but she had over 15 years of experience in the restaurant industry. On her first day as manager, she met with the three assistant managers and all of the frontline employees to discuss ways they could take the restaurant forward. Some of the frontline employees expressed that customers often complained about several things such as hygiene, portion sizes, the appearance of the restaurant, employee uniforms, high labor turnover, and outdated menu items. Rebecca also asked customers what they liked and did not like about the restaurant. Taking all of the comments and suggestions into consideration, she started working with her frontline employees and managers on specific initiatives. They introduced new menu items, some of which were well received and others not so successful. They changed the tablecloths and plates, but the customers did…
The XYZ Company produces small plastic toys in its Burbuli manufacturing plant. The company is currently evaluating ways to improve productivity. The accountant of the firm's parent organization suggested that management implement a new compensation plan based on throughput performance measure as an incentive to increase productivity. To demonstrate how such a measure might work, the accountant gathered the following production data for a recent month: Total units attempted 6,000,000 Good units manufactured 4,800,000 Processing time (total hours) 800 Value-added processing time 600 1. Compute the theoretical velocity. 2. Compute the actual cycle time.