Wengart Aircraft Essay
The one of the macro problems Wengart Aircraft is having is that they are the second largest company in the industry but are only ranked sixth in profitability (Brown, 2011). Wengart gets a large amount of contracts but they are spending a lot of money reworking most of the aircrafts after they come off of the production line. Another problem is the quality of their aircrafts is in question with the Secretary of Defense and other private customers.
The Secretary of Defense has gone as far to say if there is not an improvement in quality they will start holding portions of their payments as penalties.This would not be good because Wengart is already struggling to make profits due to the poor quality of work. In order to fix these problems Ralph Larsen the president of Wengart has brought in an organization development practitioner to help him understand the TQM that the Department of Defense wants him to implement. This leads to the biggest problem Wengart is facing because after the practitioner makes his points, Larsen thinks that the TQM is common sense and that Wengart is already doing most of the points.Larsen than calls a meeting of his vice presidents and put Kent Kelly in charge of the program, even after one of the vice presidents suggested Larsen be in charge of the program because the TQM should be a joint project meaning the human resources and production departments work together. Larsen however did not feel that he had the time to be in charge of the program because he wanted to concentrate his efforts to increasing profits. After the meeting Kelly sends a memo to Allan Yoshida explaining the TQM program, with that information Yoshida calls a meeting of manager and line supervisors to give them the details of the TQM program.Yoshida than went and email all employees an outline of the TQM plan and told them to ask their managers or supervisor for more details if they had questions.
After that rumors began to spread about the goals of the program because each employee was interrupting it differently based off the information they got from their managers. Once the confusion began many of the managers went to Yoshida for information, Yoshida than relayed on the memo he received from Kelly but Kelly’s email did not address the issues.Instead of trying to find out more information about the TQM Yoshida decided to tell the managers that the TQM is about making sure the quality is top notch and not layoffs. The system that is affected by the problems is the TQM; the program is one that would work if given the proper support from upper management. However Wengart was not able to see any of the benefits from the program because Larsen and his vice presidents were not actively participating in the program instead it was handed down to the plant manager Yoshida.The TQM was supposed to improve leadership, working condition and job security, but because it was not implemented properly by management it did the opposite. Employees thought they were looking at layoffs and felt like they could not trust their managers because they felt they were withholding important information for them.
The alternatives would have been Yoshida giving everyone all the details he had about the TQM program, or calling a meeting with Kelly about the concerns that the production manager and supervisors had about the program.The best recommendation would have been to have Larsen head the TQM program because they program is done correctly it would help improve the company’s profits. The last two point that the practitioner made where about how the Larsen and his vice presidents had to believe in the work principles such as improved leadership, working conditions, and job security. The other point was that Larsen and his top management had to be committed to the TQM and communicate that by word and deed at every opportunity (Brown, 2011). This never happened from the very beginning because Larsen passed the responsibility of the program on to Kelly.Larsen should have had his upper management in the meeting that he had with the practitioner so that they could have a better understanding of the program, because they were the ones who had to explain it to all of the managers and supervisors on the production line. The root of all the problems was a lack of communication and commitment by the upper management of Wengart.
Had the TQM program been presented to all of the managers, so that they had the same understanding and not depend on their own interpretations to educate the employees who work under their management.By giving the employees only an outline of the program it made the employees question the intentions of the TQM program and since the managers did not have a good understanding of the program either there were a lot of miscommunications about the program. If the communications at Wengart were different the employees would have been more educated about the TQM program and it would have work effectively like the practitioner told Larsen it would.ReferencesBrown, D.
R. (2011). An experiential approach to organization development (8th ed. ).
Boston: Prentice Hall.