Wengart Aircraft

Wengart Aircraft Case Study

Problems

Macro

President Larson is concerned with profits.

Low quality products have been identified

Customers are starting to show concern as well, in the form of letters and threatening to withhold payments.

Outside OD consultant was brought in and advised on areas of concern.

Production VP, Kent Kelly, was tasked with implementation of TQM

Larsan lacks comprehension of TQM and the implementation process.

Production quality and delays stem from internal departments and external sources that provide parts and services.

Micro

Plant Managers not fully committed to TQM; they all interpreted differently, are confused about it, and the plan outline is limited.

Workers are upset, dissatisfied, and fearful of layoffs and cut.

Causes

Management teams have identified quality issues with products and expressed concern as a major problem. Customers are starting to show concern as well, in the form of letters and threatening to withhold payments. Due to these issue and profit losses, Larson brought in an OD consultant. The consultant pointed out areas where change programs would be beneficial and recommended several key concepts that would positively impact their efforts.

Larson, thinking this was a common sense approach, put the production VP, Kent Kelly, in charge to implement the changes, against the suggestions of other executives. It appears Kent does not possess the knowledge or experience to implement a TQM program throughout the organization or its outlying plants.

Larsan lacks comprehension of TQM and the implementation process. By dismissing the OD consultant so abruptly and assuming it is an easy task he is setting his organization up for failure. Not only is he not heading up the program, he clearly stated he didn’t have time for it. This in turn will trickle down to management and line employees which will effect morale, initiate fear, and cause confusion about job tasks and roles....