Wengart Aircraft - Coursework Example

Wengart Aircraft I. Problems Macro Weak Profits: Amongst its seven competitors Wengart ranks sixth in profits. However, It is ranked second in termsof size. In other words, despite the potential for economies of scale it is less profitable than most of its competitors.Quality: Wengart Aircraft has serious problems with quality. It has received several letters from the Department of Defense about quality deficiencies and the DoD is now threatening to withhold partial payment unless quality improves by 20% within six months.

Workers estimate that 20% of their time is spent repairing parts already fitted into aircraft.MicroNeed to implement TQM to comply with Presidential Executive Order (PEO) 12552: Not only does profitability demand better quality one of its major customers is demanding it and doing so with the authority of a PEO. Quickly and effectively Wengart must implement TQM in a verifiable manner and with a significant impact on production qualityEducation and Training Deficiencies: The case only refers to these tangentially.

However, implementing a new system such as TQM will require education and training of employees in this new system. According to the case the company is failing miserably at this already.II. CausesPoor communication: Managers and line supervisors left a meeting on TQM “with various interpretations of TQM” and line workers had even more interpretations of its meaning. Mary Romero, a supervisor studying TQM “is confused at the brevity of TQM information she and other supervisors got.” The company is not adequately communicating the definition, process or importance of TQM.

Confused responsibilities: The President, Ralph Larsen, does not want to be directly involved in TQM so he can focus on profits: TQM is the key to increased profitability. The Human Resources department is not involved in leadership in the program despite the fact that it will require redefinition of jobs and responsibilities, and may result in lay-offs.Production employee resentment and fear: Employees are willing to participate in TQM changes only in so far as they do not lead to layoffs.III.

Systems AffectedProduction: The quality of end products and the production process will be affected by TQMHuman Resources: Redefinition of job responsibilities (and possibly lay-offs) will be required.Sales: Poor quality makes the sales departments job harder. It has a direct and negative impact on sales.IV. Alternatives1. Implement TQM in the present format: The company proposes to have the V-P production take the lead on the introduction of TQM.2. Implement TQM with joint production/human resources leadership: Listen to V-P HR Maria Lopez and assign both departments to the project with Larsen in the lead.3. Create a TQM department to take the lead on the project.V. RecommendationsAlternative #3 is recommended.

Implementation of TQM is the most important challenge facing he company. Without it it may loss its DoD contracts. Also, TQM is key for improving the companys profit profile.Therefore, the company needs to create a TQM department, headed up by a V-P TQM who is an experienced expert in the field. Working with the VP Production and VP HR to develop a comprehensive implementation program, an effective communications strategy, and metrics to measure the success of the program.References“Case: Wengart Aircraft”