Wengart Aircraft free essay sample

Wengart Aircraft Question 1: Driving and restraining forces toward acceptance of the TQM program at the top management level 1. No Programme and Project Change Management Office Larsen is trying to execute a big change by simply sending a memo to the heads, there is no proper planning and no well thought-out execution or implementation strategy which would have taken issue of psychological impact on the employees into consideration. 2. Not a learning organisation Wengart doesn’t seem to have interest in researching and learning from its competitors, there is no sense of urgency in the entire organisation. It is said in the case that one of Wengart’s big customers has sent a couple of letters to the management and it seems the issues were never taken seriously by Wengart management. 3. Lack of Strategic planning Wengart is literally going down; it’s just a matter of time before it hits the stage of bankruptcy. We will write a custom essay sample on Wengart Aircraft or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Clearly the vision and mission of the company is not translated into the day to day running of the business in meeting its core competencies as the supplier of Aircrafts, i. , Customer satisfaction, being proactive in meeting customers needs, committing to delivering to the shareholders, and ensuring that the end to end process of their products is stream lined, lean and mean to meet customers demands. 4. No Organisational improvement In Wengart it seems nobody cares what is happening out side their world, no interest in the global changes, they are told by the Government to adopt the TQM methodologies. Where are the business analysts, research eams, product improvement teams in Wengart? Those are the individuals that were suppose to have the company adopt the latest in business management and improve the production processes. 5. Poor leadership There is a very poor way of communicating changes, the leadership of Wengart is not taking and making appropriate measures in helping their employees understand the change at hand. Hence we see some kind of frustration on the employees thinking that their jobs will be online. This is/was the time that the visibility of top management should not be questioned, their commitment to their employees should come out at its best in trying times like this one, clarifying all the questions that might be raised relating to the TQM methods. 6. Poor Customer Relations Wengart has a very poor/weak approach when it comes to maintaining its customer relationships, in fact there isn’t any retention strategies and communications strategies. 7. No JIT TQM methods It’s clear from the case that there is no Just-In-Time delivery of products with the company to the customers which ties very closely with TQM, in essence, the two are inseparable to a larger extend. Question 2: Driving and restraining forces toward acceptance of the TQM program at the line management level 8. Job loses The line managers could be of the opinion that the top management is in the process of down sizing, hence the resistance. 9. No Clear directive There is no one from the top management who is well versed with this TQM, and the top management wants this to be implemented, there is no visibility of sponsorship to this initiative, in actual fact there is no point of reference should there be question from the staff. 10. No engagement by leadership There is no engagement with the larger community of employees of Wengart, the change has not been communicated as a benefit to the line managers and the employees. Thorough and proper protocols of engagement in term s of communicated the change should be followed; management must get buy-in from the employee community as opposed to telling them what to do. Passive resistance is adamant and to be followed by a greater chances of industrial action. 11. No Communication No proper communication was implemented to reach the general employees to put them in light, on the other hand killing all likelihood of having rumours about retrenchments. Question 3: The way management communicated the change program to the lower levels. Wengart management did not do a good job in communicating the change, they actually failed this project of implementing TQM by failing to create and implementing an awareness programme that would have created calmness and positivism amongst employees. The following could have worked best in preparing the communication of the TQM project to the employee. 1. The initial change message should be: Relatively brief – headline and just a few details. 2. They should have positioned the change as: A smart way to do business. 3. The communication should be from the perspective of: The management team making the decisions. 4. In managing resistance, they should: Try to bring resistance to the surface and Keep people focused only on the positive. 5. Make sure the communication plan is: Geared to the least-educated employee and Flexible enough to go with the flow. 6. Send messages designed primarily to: Build trust and positive feelings, Build trust and compliance, Build trust and commitment. 7. Be sure to tell your employees: Anything truthful that will keep them happy. . Generally, the best communication takes place: In small groups. 9. The best communication â€Å"style† is one that: Fits the situation. 10. In a conflict between culture and change: Successful implementation really depends on management’s determination. Question 4: Question 5: Recommendations for implementing the TQM program 1. Establishment of Programme and Project Change management office Larsen was suppose to appoint a proje ct team comprising individuals with expertise from different areas of the plant to work closely with consultant. Secondly, they were supposed to be tasked to investigate the allegations made by the customers about the quality of their products. Appointing one of the candidates with the greater influence on the work force and who has got interest in the TQM principles and methodologies. Appoint another team that will over look the entire change approach, the team be tasked to do a thorough study on the impact that the change would have on the individuals, the way they do things, look at the as-is process and try and alter it to have as little psychological impact as possible in merging it into the new process. Try and get buy-in from different influential individuals and stakeholders within the company. And most importantly, Larsen must have a direct contact with the two teams, both teams must have regular meetings to discuss their findings and have a planned and systematic approach as to how the change and the project is to be implemented. Fig. 1. Organisational value chain 2. Utilise the balanced scorecard to evaluate the impact of TQM. They should use the following key performance indicators for appraisals: Finance Economic value added Sales growth Cost reduction Grow revenue Maximised profits Customer Increase market share Accessibility Acquire and retain profitable clients Customer satisfaction Internal Processes Training and development Effective marketing programmes in segments Ensure compliance Product quality Stock turnover Job turnover Learning and growth Human resources development Employee retention Employee satisfaction Employee profitability Improved employment practices Leadership excellence