Case Study - Hp

CASE OUTLINE:

HEWLETT PACKARD COMPANY

Hewlett – Packard Company’s Northwest Integrated Circuit Division is in business to sell chips to the other divisions inside Hewlett – Packard (HP); it also serves customers outside HP.

The problem that it faced was that many employees din know who their customers were or actually believed that the customers were interfering with them as they performed their work.

Fortunately, management saw the obvious need to address these problems. We wanted our people to become familiar with our customers and realize that they were here to serve those customers.

Their goal was to become responsive to the customers that they would be the only supplier to their customer.

The four step process in 1983 followed is as below:

* On your own, identify what your major business processes are.

* On your own, determine how you are being determined by your customers

* Go out and verify these two perceptions with your major customers

* Develop a program to improve these processes

Solutions evolved:

* Planning matrix

* Customer quality engineers

* Process improvement teams

* The team solves customer problems and returns to the customer location to show them what they have achieved.

* Ten step planning model

QUALITY CONTROL MODEL – 3 Point Model

The above 3 point QC model concentrated only on three aspects which later developed into 7 point QC model and the business was planned in a better way by knowing their customers more.

The highlights of this model are:

* TQC (Total Quality Control) experts

* Report to steering committee

* Attack customer satisfaction and internal process improvement issues

Though HP could narrow down on certain procedures and plans, the most effective one was 10 step planning process that arrived after the 7 point model in Fig.2.

Planning and QC expert, Scott Feamster planned the 10 step process which helped to concentrate and understand what the customer really...