Sigtek Analysis - Case Study Example

They were: (1) inability to practice what was preached; (2) lack of support and commitment from senior management; (3) separate agendas or thrusts of senior management in the guise of working within the ideals of the TQ program; (4) lack of commitment and enthusiasm to implement the TQ program as supposedly learned by the Quality Improvement Team; (5) low morale and low job security, as evidenced from four rounds of lay-offs; (6) lack of awareness from majority owner, Telework, on the distinctive nature of core competencies of Sigtek, in contrast to other subsidiaries; and (5) implementing management (organizational change) amid the implementation of the TQ program. It is therefore deduced that the root cause of the dilemma is the lack of awareness of Telework, Signet’s corporate parent, to make a comprehensive assessment of the applicability of the TQ program, which should cater to the needs and demands of Sigtek.

Status Quo. Do Nothing: John Smithers could just go with the flow and not institute any changes, in addition to those that were already implemented. As proposed by Richard Patricof, the newly appointed general manager of Sigtek, to keep teaching the TQ program.

Pros: There would be limited resistance to change as all needed changes have already been implemented.

Cons:
- Potentials for a greater decline in morale and decreased productivity and satisfaction.
- Smithers’ job could be in danger if no significant improvements resulting from the implementation of the TQ program would result from his teaching.
- The performance of his department could continue to decline and would reflect negatively on his ability as the Engineering Services Manager.

Focus on teaching TQ to the line workers and solicit their inputs and comments towards improving quality in their respective areas of operations.

Pros:
- There was evidence of holistic support from line workers and their inputs on areas that need improvement are most valid given that they are directly involved in operations.
- Any remarkable suggestions that would improve productivity, performance, and satisfaction would support the validity of the TQ program.

Cons:
- Their suggestions should be supported by higher management to ensure that workable areas of improvement should be undertaken and implemented, as required – otherwise, it would only prove that management is not serious about the TQ program.
- This could be costly and time-consuming.

Recommendation: Option 2, focus on teaching TQ to the line workers due to the advantages that would be realized which would affirm the validity and effectiveness of the TQ program.

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