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.
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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…Super metals manufacturing company very competitive metal products business. It employs over 2,000 people. Because of the similarity in the product design and the competitive prices with those of its competitors, it maintains it’s market share by emphasizing quality and service. About a year ago the company lost two of its customers who had been dissatisfied with excessive manufacturing defects. After studying the problem, the company decided that its basic engineering was sound but carelessness and lack of quality consciousness on the part of production workers, inspectors and manufacturing supervisors were the prime cause of the trouble. Accordingly, it introduced a quality control training program to solve the problem. The course was given after working hours from 7 to 9 pm each Thursday for 10 weeks. Employees were not paid any additional amounts to attend the class. Technically attendance was voluntary. However, management intimated that employees who attend sincerely would…
- Answer the questions using the total quality management concepts if applicable.Tombro Industries is in the process of automating one of its plants and developing a flexible manufacturing system. The company is finding it necessary to make many changes in operating procedures. Progress has been slow, particularly in trying to develop new performance measures for the factory. In an effort to evaluate performance and determine where improvements can be made, management has gathered the following data relating to activities over the last four months: Month 1 2 3 4 Quality control measures: Number of defects 201 179 140 98 Number of warranty claims 62 55 46 43 Number of customer complaints 118 112 95 74 Material control measures: Purchase order lead time 10 days 9 days 7 days 5 days Scrap as a percent of total cost 1% 1% 2% 3% Machine performance measures: Machine downtime as a percentage of availability 5% 6% 6% 10% Use as a percentage of…Interview managers at a local company to identify the key business measures (financial, market, supplier, employee, process, information, innovation, etc.) for that company.What quality indicators does that company measure? What cause-and effect (interlinking) performance relationships would be of interest to the organization?
- . Environmental guidelines of Lufthansa airlines states: Environmental Protection is a high priority goal--Protecting the environment is an expression of corporate responsibility. We aim for constant improvement--We adhere to environmental regulation. However, we want to do more: we employ the best available technology within the limit of our economic possibilities to continuously reduce the negative impact of our activities on the environment. The Lufthansa balanced scorecard has the following perspectives and performance measures: Shareholders Customers Employees Profitability customer loyalty employee engagement DCF yield quality image management qualities Sales growth global presence service culture Required Explain why…How Does Quality Management Affect Productivity?Describe and explain what effect does quality management have on productivity?