Example/Description
At Land Rover, voluntary discussion groups of 4 to 12 employees met regularly to identify cost savings, improve product quality, and discuss work-related problems. Although the teams were later phased out, their work was, in part, responsible for almost doubling production at Land Rover from 1993 to 1996.
At the Franklin Steel Products Plant in Franklin, Kentucky, employees from the Dana Corporation’s Perfect Circle Products unit manufacture as many as 3,500 different part numbers, primarily for automakers Ford, General Motors, and DaimlerChrysler, as well as thousands of after-market products. Despite the high-volume, high-mix environment, Dana Franklin has maintained a 99% on-time delivery rate to customers since 2001. The philosophy here is that with each unit produced, with each hour, with each day and each week, the plant gets just a little bit better.
Xerox studied the order fulfillment techniques of L. L. Bean, the Freeport, Maine, mail-order firm, and learned ways to reduce warehouse costs by 10%.
Which of the following factors is likely to have a positive impact on the success of a TQM program? Check all that apply:
Employees work at tasks that require high skills.
Employees are dissatisfied with working conditions.
TQM motivates employees and enriches jobs.
Quality circle discussions do not include union leaders.
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